implementing project management processes for erp systems

Implementing Project ManagementImplementing Project ManagementProcesses for ERP SystemsProcesses for ERP Systems

Mark Roman Ontario University Computing ConferenceMay 17, 2004

BackgroundBackground

June 2002June 2002– Banner implementation at Carleton was facing challengesBanner implementation at Carleton was facing challenges– Primarily project management issues Primarily project management issues

• AuditAudit• InternalInternal• ExternalExternal

Strong technical and functional team membersStrong technical and functional team members– Subject matter expertiseSubject matter expertise– Strong will to succeedStrong will to succeed– Care about the institutionCare about the institution

User ScaleUser Scale

Student: – 450 administrative users

and faculty advisors– 23,500 web users

Finance: – 50 core users– 200 budget system

users– 1,000 web reporting

users

Alumni– 30 users

Human resources– 25 users

Overall:– 555 core users– 23,500 external web

users– 1,000 internal web

users

Data Scale Data Scale

StudentStudent– Approximately 15 million recordsApproximately 15 million records– 370,000 students370,000 students

AlumniAlumni– 90,000 alumni90,000 alumni

FinanceFinance– 1.4 million transactions1.4 million transactions– 25,000 cheques per year25,000 cheques per year

HRHR– 4,000 employee payroll processed semi-monthly4,000 employee payroll processed semi-monthly

ObservationsObservations

Success necessary becauseSuccess necessary because

– Cannot afford costs of unsuccessful or ineffective Cannot afford costs of unsuccessful or ineffective implementationimplementation

– ERP system needed to enable better management & ERP system needed to enable better management & controlcontrol

– Current technology architecture no longer supportedCurrent technology architecture no longer supported

Implemented from July 2002Implemented from July 2002

Project Management Processes InstalledProject Management Processes Installed

New Project Management ProcessesNew Project Management Processes

CostManagement

IntegratedProject

Schedule

ChangedOrganization

Structure

Go LivePlanning

ProjectStatus

Reporting

BannerInformation

Center

RiskManagement

Process

WeeklyManagement

Review

ProductionSystemsReview

CultureShift

VendorRelationships

Re-VampedSteering

Committee

NewCommunication

Strategy

DataAccess

Protocol

TechnologyReadiness

Assessment

DedicatedResourceProgram

ReportingStrategy

TransitionPlanning

NewNewProjectProject

ManagementManagementProcessProcess

Cost ManagementCost Management

Financial reviewFinancial review– No prior expense reviewNo prior expense review– Reviewed all actuals to determine real project costReviewed all actuals to determine real project cost

Restructured budget into meaningful, functional accountsRestructured budget into meaningful, functional accounts– Made budget easy to read/understandMade budget easy to read/understand

Built summary report of all actualsBuilt summary report of all actuals– By cost types: total per vendor, salaries, consulting, etc.By cost types: total per vendor, salaries, consulting, etc.– By sub-modules: Student, Finance, HR, Alumni, InfrastructureBy sub-modules: Student, Finance, HR, Alumni, Infrastructure

Developed forecastDeveloped forecast– Completed to end of projectCompleted to end of project– Built operational budget for post go-liveBuilt operational budget for post go-live

Regular reportingRegular reporting– Report monthly on actuals against budget and forecastReport monthly on actuals against budget and forecast– Review financial data monthly to identify variances and act if Review financial data monthly to identify variances and act if

necessarynecessary

Integrated Project ScheduleIntegrated Project Schedule ChangesChanges

– Schedule (Gantt chart) Schedule (Gantt chart) developed for each module developed for each module (Student, Finance, HR, Alumni, (Student, Finance, HR, Alumni, Enterprise)Enterprise)

– All modules put into an All modules put into an integrated planintegrated plan

– Schedule review sessions with Schedule review sessions with project manager for each project manager for each module to update progress and module to update progress and date changes every 2 weeksdate changes every 2 weeks

– Not interested in tracking Not interested in tracking historyhistory

ResultsResults– Critical path issues identifiedCritical path issues identified– Resource allocation problems Resource allocation problems

determined determined – Radar screen for potential Radar screen for potential

problemsproblems– Translates into a PowerPoint Translates into a PowerPoint

Gantt chart for presentation to Gantt chart for presentation to steering committeesteering committee

Student

HR

Alumni

Finance

Enterprise

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Sample Steering Committee SummarySample Steering Committee Summary

Infrastructure

OUAC

HSA

EMAS

Letter generation

Transfer artic.

DARS

Interfaces

e-Visions

ESIS/UAR

UGAFA

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Sample Steering Committee Student Sample Steering Committee Student Detail Detail

Changed Project OrganizationChanged Project Organization

IssuesIssues– Needed to match functional project management with Needed to match functional project management with

technical project managementtechnical project management– Technical and functional had to be considered part of Technical and functional had to be considered part of

the same teamthe same team– Needed greater role definition for project Needed greater role definition for project

managementmanagement

ResultsResults– De-silo functional and technical teamsDe-silo functional and technical teams– Tear down the invisible managerial wallsTear down the invisible managerial walls– Removed barriers across sub-projects and with Removed barriers across sub-projects and with

partnerspartners

AlumniHuman ResourcesFinanceStudent

FunctionalProjectTeam



AlumniSupport

Team

Banner Project ManagementTeam

TechnicalProjectTeam



Project Reporting StructureProject Reporting Structure

Manager,Student

Functional

Manager,Finance

Functional

Manager,HR

Functional

Manager,AlumniSupport

Manager,Student

Technical

Manager,Finance

Technical

Manager,HR

Technical

ProjectDirector

ProjectAdmin.

Banner Steering Committee

Banner Information CenterBanner Information Center

Single database for all status reports and issuesSingle database for all status reports and issues All managers enter status reports here each week and update All managers enter status reports here each week and update

issue logissue log Simple interface to an Access databaseSimple interface to an Access database Enables access to any status report written by any manager Enables access to any status report written by any manager

throughout the life of the projectthroughout the life of the project Shared access for anyone who needs access and any Shared access for anyone who needs access and any

stakeholderstakeholder

Project Status ReportingProject Status Reporting

Weekly status of all modules formally documentedWeekly status of all modules formally documented– Written reporting from each project managerWritten reporting from each project manager– Edited into weekly summary report and distributed to Edited into weekly summary report and distributed to

every stakeholderevery stakeholder– Simple focus on progress, issues, and next stepsSimple focus on progress, issues, and next steps– Encourage realistic reportingEncourage realistic reporting

• Truth trumps successTruth trumps success– Bullet list for quick scanningBullet list for quick scanning

ResultsResults– Awareness creates Awareness creates

greater confidence in greater confidence in project project

– No surprisesNo surprises– No secretsNo secrets

Weekly Management ReviewWeekly Management Review

Project managers review accomplishments, issues, and Project managers review accomplishments, issues, and plansplans

Forum for:Forum for:– Discussing cross-module issuesDiscussing cross-module issues– Creates shared awareness of status of all project Creates shared awareness of status of all project

activityactivity– Opportunity to question anythingOpportunity to question anything– Debate on approach to any project activitiesDebate on approach to any project activities

Identify issues requiring escalation to steering committeeIdentify issues requiring escalation to steering committee– PolicyPolicy– FundingFunding– Diplomatic supportDiplomatic support

Risk Management ProcessRisk Management Process

Formal risk analysis using the PMI (Project Management Formal risk analysis using the PMI (Project Management Institute) guidelinesInstitute) guidelines

Helped us prepare for the unexpected and expectedHelped us prepare for the unexpected and expected

Forced us to think about future risk scenarios, so it also Forced us to think about future risk scenarios, so it also worked as a project planning toolworked as a project planning tool


Perform risk assessmentPerform risk assessment

1 - Risk management plan developed1 - Risk management plan developed

2 - Risk assessment team assembled2 - Risk assessment team assembled

3 - Risk generation process executed3 - Risk generation process executed

4 - Risk list rationalized 4 - Risk list rationalized

5 - Risks ranked and prioritized5 - Risks ranked and prioritized

6 - Response plans written6 - Response plans written

7 - Risk review process established and running monthly7 - Risk review process established and running monthly

Institutionalize ongoing risk assessmentInstitutionalize ongoing risk assessment– Ongoing risk reviewsOngoing risk reviews– Execution of risk response plans if necessaryExecution of risk response plans if necessary

WritePlan

AssembleTeam

GenerateRisks

RationalizeList

RankRisks

WriteResponses

Monitor &Control


Step 5 - Ranked RisksStep 5 - Ranked Risks

– Rationalized list distributed to risk team for reviewRationalized list distributed to risk team for review

– Voting by:Voting by:• Impact of the potential lossImpact of the potential loss

• Probability of occurrenceProbability of occurrence

Degree of impact Financial estimate Numericalvalue

Low Less than $250,000 1Medium $250,000 to $1,000,000 5High $1,000,000 to $3,000,000 16Very High $3,000,000 and over 32

Degree ofprobability

Probability estimate Numericalvalue

Low 1– 25% (unlikely) 1Medium 26–50% (possible) 2High 51–75% (more likely than not) 3Very High 75-100% (quite probable) 4

Risk Management: “A” Risk List (Fall Risk Management: “A” Risk List (Fall 2002)2002)

# Description Impact Probabilty Score Grade

1 Synchronization of HR and Financemay put payroll at risk.

26.7 2.0 53.4 A

2 Fully developed plans do not existfor post-GoLive management ofBanner.

15.9 3.3 52.1 A

3 Formal disaster recovery orcontinuity plans do not exist for thebusiness or IT components ofBanner.

24.3 2.1 52.0 A

4 We may not be able to maintainand sustain the right people inright places on the project.

16.0 3.1 50.3 A

5 The university is not ready tosocialize Banner into its culture.

10.6 2.9 30.7 A

6 Security may be breached. 10.9 1.7 18.6 A


Response PlansResponse Plans

– Response plans written for each of the risks:Response plans written for each of the risks:• NameName• DescriptionDescription• InitiationInitiation

– TriggersTriggers– SymptomsSymptoms

• OptionsOptions– AvoidanceAvoidance– TransferenceTransference– MitigationMitigation– AcceptanceAcceptance

• Action planAction plan• Secondary risksSecondary risks

Production systems reviewProduction systems review

Alumni review initiatedAlumni review initiated

– Alumni went live with 1/3 of softwareAlumni went live with 1/3 of software

– Review options to implement the rest of the softwareReview options to implement the rest of the software

– Stakeholders awarenessStakeholders awareness

Attitude shiftAttitude shift

Positive, buoyant culture introducedPositive, buoyant culture introduced

Can-do, non-adversarialCan-do, non-adversarial

Reality Reality sets insets in

KickoffKickoff

Trough of Trough of DisillusionmeDisillusionmentnt

Recognize Recognize progressprogress

Go LiveGo Live

MoraleMorale

TimeTime

Vendor RelationshipsVendor Relationships

Paid bills duePaid bills due– Support services from affected vendors returned to Support services from affected vendors returned to

acceptable levelsacceptable levels

Focused on developing personal relationships with Focused on developing personal relationships with vendors where possiblevendors where possible

With approximately 10 different vendors, maintaining With approximately 10 different vendors, maintaining positive relations was challenging but criticalpositive relations was challenging but critical

Re-Vamped Steering CommitteeRe-Vamped Steering Committee

Focus on:Focus on:– Sharing information (“Open the kimono”)Sharing information (“Open the kimono”)– Education of issues (before resolving issues)Education of issues (before resolving issues)– Mutuality-of-interest problem solvingMutuality-of-interest problem solving

Full disclosure of project statusFull disclosure of project status– The good, the bad, and the scaryThe good, the bad, and the scary– If something goes wrong:If something goes wrong:

• What happenedWhat happened• How did it happenHow did it happen• What is the impactWhat is the impact• What action are we taking to fix itWhat action are we taking to fix it• When will it be fixedWhen will it be fixed

Decision making bodyDecision making body– Enterprise-wide policyEnterprise-wide policy– Escalated issuesEscalated issues– VotingVoting

ERP Project Management Meeting

Purpose:• To review progress,

address issues, and take corrective action

Frequency:• Every week

Attendees:• Project managers• Project director (chair)

ERP Steering Committee Meeting

Purpose: • To resolve strategic

issues and monitor project success measures

Frequency:• Every two weeks

Attendees:• VP Finance & Admin• VP Academic• Dean of Students• Dean of Grad Studies• AVP Enrollment• AVP Alumni• CIO• Director HR• Director Finance• Project director (chair)

Re-Vamped Steering CommitteeRe-Vamped Steering Committee

Issue requests &status updates

Issue resolution& direction

New Communications StrategyNew Communications Strategy

Consistent key messaging:Consistent key messaging:

– Going live is not the end of the project, it is just the end of Going live is not the end of the project, it is just the end of the beginningthe beginning

– The “show me” year - demonstrate, don’t speculateThe “show me” year - demonstrate, don’t speculate

– Match expectations with realityMatch expectations with reality

– No “rah-rah” messagesNo “rah-rah” messages

– Mandate to replace legacy system, not improve upon itMandate to replace legacy system, not improve upon it

– Going live means a non-ERP team member has entered Going live means a non-ERP team member has entered permanent data into the systempermanent data into the system

ERP Data Access ProtocolERP Data Access Protocol

BackgroundBackground– External systems accessed legacy data through the back doorExternal systems accessed legacy data through the back door– Same external groups wanted to continue this practice with ERPSame external groups wanted to continue this practice with ERP

Purpose of protocolPurpose of protocol– Formalize process for facilitating data access through the front doorFormalize process for facilitating data access through the front door– To maintain the project’s schedule and budget (and manage scope To maintain the project’s schedule and budget (and manage scope

changes) the external projects were asked to follow this protocolchanges) the external projects were asked to follow this protocol– Scope controlScope control– Data propagation restraintData propagation restraint

PrinciplesPrinciples– Use central database instead of “edge” systems whenever possibleUse central database instead of “edge” systems whenever possible– Avoid duplicate functionalityAvoid duplicate functionality– Need a standard approach to respond to external systemsNeed a standard approach to respond to external systems– Data will be supplied if business case warrantsData will be supplied if business case warrants– New ERP changes will supercede any “edge” systemNew ERP changes will supercede any “edge” system

ERP Data Access ProtocolERP Data Access Protocol

ResultsResults

– 6 groups demanded data access to ERP to replace unapproved 6 groups demanded data access to ERP to replace unapproved legacy screen scraping and/or report scraping data acquisition legacy screen scraping and/or report scraping data acquisition systemssystems

– All were told yes, on the condition they complied with the data All were told yes, on the condition they complied with the data access protocolaccess protocol

– Only one made it to the steering committee and none were Only one made it to the steering committee and none were moved to productionmoved to production

Technology Readiness AssessmentTechnology Readiness Assessment

To prepare for every go-liveTo prepare for every go-live

– Initiated evaluation for performance and capacity Initiated evaluation for performance and capacity evaluation of infrastructureevaluation of infrastructure

– Evaluate demand and usage profile of key events like Evaluate demand and usage profile of key events like registrationregistration

Performance UpgradesPerformance Upgrades

8 CPU @ 1Ghz/CPU

1 X Sun 3800

ProductionDatabase Server

8 CPU

1 X Dell 8500

Application Server

4 X Sun Netra

Web Server (Carleton Central)

Administrators

555 Users

All year round

Students

8,000 Users/Summer

23,500 Users/Fall

SAN

6 CPU @ 750 Mhz/CPU

1 X Sun 3800

Develop & TestDatabase Server

Developers

50 Users

All year round

800%increase

186%increase

Workloadoffload &failover 50%

increase

Dedicated Technical Resource ProgramDedicated Technical Resource Program

Introduced dedicated technical resources to specific Introduced dedicated technical resources to specific functional problemsfunctional problems

Successful with degree auditing and graduate eligibility sub-Successful with degree auditing and graduate eligibility sub-projectsprojects

Creates focus, limits flexibilityCreates focus, limits flexibility

Challenge was to limit legacy support workChallenge was to limit legacy support work

Reporting StrategyReporting Strategy

PL/SQLPL/SQL Efficiency of processing neededEfficiency of processing needed Complex queriesComplex queries

PowerPlayPowerPlay Executive dashboard tool good for analytical Executive dashboard tool good for analytical

workwork Not useful for day-to-day reportingNot useful for day-to-day reporting

eVisionseVisions Customize Banner reportsCustomize Banner reports Specialised external, formal reportsSpecialised external, formal reports

ImpromptuImpromptu ““what if” decision support modelingwhat if” decision support modeling High-end data manipulationHigh-end data manipulation Reports needing high presentation flexibilityReports needing high presentation flexibility

AccessAccess Quick development of ad hoc queriesQuick development of ad hoc queries Low volume of dataLow volume of data

OracleOracle Production reportingProduction reporting Standardised, repeated reportsStandardised, repeated reports

Numberof

Users

Complexityof

Report

Transition PlanningTransition Planning

Planning for staff transition back to functional departmentsPlanning for staff transition back to functional departments

Who goes where and when do they go there?Who goes where and when do they go there?

Get the functional folks out of project mode and back into the Get the functional folks out of project mode and back into the operational bloodstream of the universityoperational bloodstream of the university

Best way to make the system work is to get the people who Best way to make the system work is to get the people who really know it re-established in their functional areasreally know it re-established in their functional areas

Resist temptation to make project structure permanentResist temptation to make project structure permanent

Most effective way to socialize the system into the Most effective way to socialize the system into the organizationorganization

Go-Live PreparationGo-Live Preparation

Identify what technical processes and infrastructure preparation Identify what technical processes and infrastructure preparation must be done to enable the ERP go-livemust be done to enable the ERP go-live

Integration testingIntegration testing– Plan integration testing using all functional modulesPlan integration testing using all functional modules– Implement database instance for integration testingImplement database instance for integration testing– Include all vendor modulesInclude all vendor modules

Move to production checklistMove to production checklist– What are all the steps needed to move each module into What are all the steps needed to move each module into

production?production?• Pre-planningPre-planning• Legacy checklistLegacy checklist• ERP checklistERP checklist• Help desk checklistHelp desk checklist• Support checklistSupport checklist• Contingency planContingency plan• Implementation checklistImplementation checklist


Support readinessSupport readiness– Help desk processHelp desk process– Tri-level workflow modelTri-level workflow model

Production operations readinessProduction operations readiness– Coverage during standard and non-standard hoursCoverage during standard and non-standard hours– Ensure sufficient operations depthEnsure sufficient operations depth

Infrastructure readinessInfrastructure readiness– Performance demandsPerformance demands– Capacity evaluationCapacity evaluation– Upgrade where necessaryUpgrade where necessary

Implementation scheduleImplementation schedule– Timeline for production usage of each functional module Timeline for production usage of each functional module

going livegoing live


Contingency planningContingency planning– Performance and capacity failures in infrastructurePerformance and capacity failures in infrastructure– Inability to move to production at right timeInability to move to production at right time– Production disaster recoveryProduction disaster recovery

CommunicationCommunication– Ongoing documentation and communicating of Ongoing documentation and communicating of

implementation actions and their rationaleimplementation actions and their rationale

Consulting supportConsulting support– Create insurance policy by requesting on-site support Create insurance policy by requesting on-site support

from all vendorsfrom all vendors

Project Go Live ExperiencesProject Go Live Experiences

Productivity

TimeGo

LiveDate

Productivity Baseline

Project ShockZone

Project BenefitZone

Post go-live planning process

Project Portfolio PlanningProject Portfolio Planning

Project Planning – Overview of ProcessProject Planning – Overview of Process

Primary ERP go-lives completePrimary ERP go-lives complete

Need to plan next steps for all production modulesNeed to plan next steps for all production modules

Separate planning sessions held with each live functional Separate planning sessions held with each live functional area area

Purpose: identify “all the other work we have to do” (not Purpose: identify “all the other work we have to do” (not “Phase 2”)“Phase 2”)

Needed to capture workloadNeeded to capture workload– What are ongoing support requirements?What are ongoing support requirements?– What projects are outstanding?What projects are outstanding?

Project Planning – Results of Planning Project Planning – Results of Planning SessionsSessions

Project Portfolio document developedProject Portfolio document developed

– Ongoing maintenance and support requirementsOngoing maintenance and support requirements

– Three types of projects identifiedThree types of projects identified• CurrentCurrent

• Projects already in progressProjects already in progress• Most started before May go-liveMost started before May go-live

• ExpectedExpected• Projects previously identified, but not Projects previously identified, but not

startedstarted• Debate: were these part of original project Debate: were these part of original project

scopescope• NewNew

• New project ideasNew project ideas

– ERP linkagesERP linkages• Some projects closely tied to ERPSome projects closely tied to ERP• Others only loosely relatedOthers only loosely related

Project Planning – Results of Planning Project Planning – Results of Planning SessionsSessions

Over 130 projects identifiedOver 130 projects identified

– Each project profiled by:Each project profiled by:• NameName• OwnerOwner• Brief descriptionBrief description• Start/finish datesStart/finish dates• Priority (low/medium/high)Priority (low/medium/high)• Size (small/medium/large)Size (small/medium/large)• Risk (low/medium/high)Risk (low/medium/high)• BenefitsBenefits

– ValueValue• Basic information to begin project planning processBasic information to begin project planning process• Enough data to:Enough data to:

– Uniquely identify each projectUniquely identify each project– Categorize each projectCategorize each project– Preliminary ranking of projectsPreliminary ranking of projects

• Not enough to information to approve/rejectNot enough to information to approve/reject• Emerging workload demand profileEmerging workload demand profile

Project Planning – Risk/PrioritiesProject Planning – Risk/Priorities

For each class of project (current, expected, For each class of project (current, expected, new):new): Plot risk and priority to begin sorting Plot risk and priority to begin sorting

processprocess High priority / Low risk first prizeHigh priority / Low risk first prize Low priority / high risk cancelLow priority / high risk cancel

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Project Planning – ChallengesProject Planning – Challenges

Need a process to evaluate & manage projects throughout their Need a process to evaluate & manage projects throughout their lifelife– Where to allocate resourcesWhere to allocate resources– Schedule projects and dependenciesSchedule projects and dependencies– EvolutionaryEvolutionary– Experience will morph the process, but need a starting pointExperience will morph the process, but need a starting point– Role of steering committeeRole of steering committee– Process should transcend ERPProcess should transcend ERP– Workload estimationWorkload estimation

Why do we need this process?Why do we need this process?– Cost controlCost control– Evolution of project management processes establishedEvolution of project management processes established– Ownership distinction: the steering committee owns the Ownership distinction: the steering committee owns the

projectproject– Functional separation of controlsFunctional separation of controls

ControlMechanisms

SteeringCommittee

Role

ProjectFlow

Portfolio assessment• Priorities• Risk• Strategic fit

Status reportingFiscal budgetRisk planScopeResource planScheduleQuality planCommunication planVendor management

Base budget Support resources

Benefit measures

Project Life CycleInitiation Planning Execution Closure Asset Maintenance

Reject

Approval

Not Needed

ReviewCharter

Cancel

Not Successful

MonitorStatus

Approval

ContinueExecution

Not Accepted

Accepted

ReviewDeliverab

les

Reject

Not Sufficient

ReviewPlan

Approval

PlanProject

Document

ImplementPlan

Revisions

Progress

ShutdownProject

Final Product

MaintainAsset

InitiateNext Phase

New ProjectWork

Support Work

BenefitRealizati

on

Issue logChange control

Develop ProjectCharter

Document

Needs

Project Planning – Project CharterProject Planning – Project Charter

Project charter required for any project not yet startedProject charter required for any project not yet started Purpose of project charterPurpose of project charter

– Business case to justify the projectBusiness case to justify the project– Document project parametersDocument project parameters– Guide project developmentGuide project development– Acquire formal authorization to proceed to the next step in Acquire formal authorization to proceed to the next step in

the projectthe project– Authorize the use of resources to develop detailed project Authorize the use of resources to develop detailed project

planplan– Sufficient information to help the steering committee make Sufficient information to help the steering committee make

their decisiontheir decision Generally brief: 2 to 3 pagesGenerally brief: 2 to 3 pages

Project Planning – Project Evaluation Project Planning – Project Evaluation CriteriaCriteria

NewProject

Undergrad Studies

Strategy: Enhance the student university experience

Positivetransitionfrom highschool touniversity

Establishfirst year

coordinatorin SASC

Hu

rdle

1:

Do

es t

he

pro

ject

mee

t th

e u

niv

ersi

ty’s

go

als?

Criteria Description Yes/No

Expenses Lower the cost to operatethe university.

Velocity Deliver products & servicesfaster

Capacity Handle more work withsame resources

Satisfaction Improve customer serviceand satisfaction

NPV Positive net present valueof costs & benefits

Decisioning Improves ability to makemore collaborative and

timely decisions

Leverage Maximize use of existingassets

MarketShare Grow volume profitably

Innovation Increase innovation &improve learning

processes.

PassedProject

Hu

rdle

2:

Ho

w w

ell d

oes

th

e p

roje

ct m

eet

the

un

iver

sity

’s g

oal

s?

Risk Lower risks of running theuniversity

Mandated Non-negotiable operationalrequirement or legislative

demand.

Appoint firstyear

coordinatorin FASS

Implementacademicadvising

plan

IntegrateCampus

Life &Career

Servicesinto SASC

Increaseco-ops andplacements

Strategy: Continually improve the quality of the student bodySet

appropriateenrolmenttargets in

programs &faculties

Raise highschool

entranceaveragesrelative toprovince

Increaseproportion

of highachievingstudents

Setappropriatetargets forinternation-al students

Reviewarticulationagreements

Strategy: Improve retention and graduation rates

Grad Studies

Strategy: Enhance university’s activity & profile in grad studies & researchIncreasestudent

volume &improvestudentquality

Use gradfunding toimprovestudentquality

Growexternalfunds forresearch,infrastruct-ure, awards

Definestrategicresearch

areas

Assist indevelop-ment ofstudent

recruitmentplans

Growcirculation& use ofresearchresults

Growinternation-al characterof research

work &partners

Support for Teaching and Learning

Strategy: Strengthen teaching & learning supportGrow EDC:orientation

andinstruction

inpedagogy

ImproveLibrary:

access toinfo and

resources

Rewardachieve-ment in

instruction,pedagogic-al research

Emphasizeteachingachieve-ments fortenure/promos

Faculty and Staff

Strategy: Recruit and retain highest quality staffCongenial,supportive,equitable

workenviron-

ment

Multi-yearschedulefor hiring

faculty andstaff

Promotecollabora-tion with

employeegroups

Advancement

Strategy: Strengthen university’s position regionally, nationally, and internationally

Developintegratedplan for allAdvance-ment units

Developdiverse and

equitableinstitutional

image

Community

Strategy: Foster identification & attachment to Carleton

Promotecommunityof learning

Developuniversity-

wide events

Promotediversity

and civility

Developuniversityorganized

cultureevents oncampus

Infrastructure and Financial Management

Strategy: Improve the physical plant and campus infrastructure

Refine anddevelopCampusMasterPlan

Improvephysical

appearance&

cleanlinessof campus

Createcomfortable

spaces

Continueinstall andupgrade of

campusnetwork

Addressdeferredmainten-

ancebacklog

Continue toimplementnew admin

system

Strategy: Maintain financial viability of the university

Improveand modify

globalbudgeting

system

Reduceaccumulat-ed deficit

Maximizeexternal

funding ofprojects

9/22/2003Generic model Banner Steering Committee

Project Evaluation Criteria

Continueuniversityretention

committee

Monitorimpact ofnew rules

on retention& update

Implementclear &

uniformlyapplicable

rules

Correctcourseswith highno-credit

rates

Supportmission of

CIE

Two project hurdles:Two project hurdles:– Does the project meet any of the Does the project meet any of the

institution’s strategic goals?institution’s strategic goals?– If yes, how well does it meet those If yes, how well does it meet those

goals?goals?

Project Planning – Change Request or Project Planning – Change Request or Project?Project?

Submit newrequest by functional

area

Review request by

project office

Schedule request by

project office

Start work by team

Review of project

charter by steering

Hold request

Review of project

charter by steering

No additional resources required

Additional resources required

Low priority and less than 20 days and low

impact and not complex

High priority, or more than 20 days, or high impact, or

complex

Resourcesavailable

Resources not available

Develop project

plan

Cancel project or

revise charter

Approval

Rejection

Cancel project or

revise charter

Review of charter by

budget committee

Develop project

plan

Cancel project or

revise charter

Approval

Rejection

Approval

Rejection

Project PlanningProject Planning

Project planProject plan– Standard requirementStandard requirement– PMI basedPMI based– ScaleableScaleable

ERP implementations at other ERP implementations at other institutionsinstitutions

Cost ComparisonCost Comparison

$0.0

$10.0

$20.0

$30.0

$40.0

$50.0

$60.0

$70.0

$80.0

$90.0

$100.0

$110.0

$120.0

$130.0

$140.0

$150.0

$160.0

$170.0

$180.0

$190.0

$200.0

$210.0

$220.0

$230.0

$240.0

$250.0

College CarletonUniversity

University A University B University C University D Wayne State University ofIllinois

ERP Implementation Costs - ERP Implementation Costs - SummarySummary

ERP Implementation Costs - ERP Implementation Costs - DetailDetail

Institution

Implementation Cost

($ Million)

Modules Included in Cost

College - Banner

$9.5 Student, Finance, HR

Carleton University - Banner

$11.9 Student, Finance, HR, Alumni

University A - Banner

$11.9 Student

University B - Peoplesoft

$20.0 Student, Finance

University C - Banner


University D - Peoplesoft


Wayne State - Banner

$45.0 Student, Finance, HR. Alumni

University of Illinois - Banner


Project Rules (Project Rules (with apologies to Einsteinwith apologies to Einstein))

If we knew what it was we were doing, it would not be If we knew what it was we were doing, it would not be called a project, would it?called a project, would it?

The most incomprehensible thing about projects is that The most incomprehensible thing about projects is that they are comprehensible. they are comprehensible.

Anyone who has never made a mistake on a project has Anyone who has never made a mistake on a project has never tried anything new. never tried anything new.

Try not to deliver a successful project but rather try to Try not to deliver a successful project but rather try to deliver a valuable project.deliver a valuable project.

You do not really understand a project issue unless you You do not really understand a project issue unless you can explain it to your grandmother.can explain it to your grandmother.

Sometimes one pays most for the project solutions one Sometimes one pays most for the project solutions one gets for nothing.gets for nothing.

QuestionsQuestions

implementing project management processes for erp systems

Documents