Post on 13-Jan-2015
description
IT at McGill: Creating Profound and Positive Impacts
Roger RigelhofMcGill University
Best Practices in Campus ERP Implementations
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About McGill & me Established 1821 30,000 students Research intensive, Faculty of Medicine Annual budget approaching $1 BillionRoger Rigelhof 37 years as a Math Prof at McGill Project Director of SCT Banner Implementation 10 years as Associate Dean of Science Senator 1984 – 1993, 1996 – 2000 An Engineering Physics Grad from the U of Sask!
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What we did, and when we did it
First Senate Report – Spring 1995 Second Senate Report – Spring 1997 RFP July 1997 Purchase SCT Banner -Spring 1998 Finance “go-live” June 2000
General Person “go-live” for Finance and HR General Person “go-live” Aug 2001
for student and all historical data (450,000 persons)
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What we did, and when we did it
HR/Payroll January 2002 Student Web Registration April 2002 Academic Records conversion July 2002 Admissions “go-live” September 2002 Degree Evaluation Recruitment Imaging What’s next –HigherMarkets, Workflow
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What is a Best Practice
Definition A best practice is what results when qualitative
comparisons are made between similar organizations’ business practices.
OR A best practice is any activity that an
organization finds successful in accomplishing a task.
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10 Best Practices that worked
1. Executive management should endorse the project and remain actively involved throughout the implementation
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What to avoidExecu
tive Inte
rest
Project begins Time Projects ends
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Project Governance
Project Manager
Services Team
Project Manager
HRIS/Payroll Team
Project Manager
SIS Team
Project Manager
FIS Team
CSA FIS Policy HR Policy
SHARD
SIS Policy
CIOProject Sponsor
HRPM
PMG
Project Director
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Adapting to change
2. Executive management should be cognizant about the institution’s ability to adapt to the organizational changes that occur when ERP software is implemented.
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Adapting to an ERP
Productivity
Time
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Adapting to an ERP
“Go-live”
Productivity
?
Implementation ERP “Shock”
Time
Benefits
Preparation period
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ERP Shock Relief
SIS and FIS specialists
Funded by IST, coordinated by project manager
Hired by faculties to serve departments
Extremely successful program
Training, liaison, advocates
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More Best Practices
3. ERP software implementation responsibilities should be shared between the information technology department and functional areas where the software is being implemented.
Policy committees involved senior management
Implementation teams consisted of functional and IT people
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Best Practices4. The project team composition should represent
all functional areas where the software will be implemented.
Finance System: Core team of managers from Accounting Broad consultation within the entire
financial community – esp for CofA Functional specialists in Purchasing, AP,
AR, Budgeting, Grants
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Best Practices4. Cont’d
Student System Managers from Admissions, Registrars,
Student Records Officers from Colleges of Arts, Science, Grad Studies
SROs used to test “mock” registration Students used for communication plans etc.
HR/Payroll HRPMC (HR Project Management
Committee) met regularly.
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Best Practices
5. Project team members’ normal job responsibilities should be reassigned to other employees for the project duration.
Temporary promotions and backfilling Replacements were trained before
Implementation started Finance and HR systems
Managers spent 4 days/week at Project HQ Student System
100% at Project HQ
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Best Practices
6. A separate dedicated work environment should be specifically created for the project team.
Project headquarters Functional and technical users brought to a work
environment specifically dedicated to the project team and to building the system.
7. A project manager should be assigned full-time to the implementation.
That would be me! An Academic with some previous experience with
projects
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Best Practices
8. Implementation information should be continuously communicated to the campus community.
BannerSpeak – quarterly newsletter Website Information sessions before each go-live Information reports to Deans, Senate
Committee on Student Affairs, Senate Committee on Information Systems, Computer Users Committee
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Best Practices9. All employees who will use the software should
receive thorough training. Training room and training team (approx 6
trainers – as many as 30 at times!) Basic Navigation course plus:
Finance: 5 courses, HR: 3 courses, Student: 23 courses 4,840 Employees attended 1 or more sessions Detailed instructions for each and every formAs of May 2003: Total number of sessions:1,166 Attendees:
7,094
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Best Practices
9. Cont’d Banner Help Desk , FAQs, How-tos Hands-on obligatory sessions You only get access to the forms for which you have
had training Drop-in labs (bring in your real work)
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Best Practices
10. Conversion of data from the old software system to the new should begin early in the implementation process
For student system: Converted all electronic “person record” – 450,000
records Converted all electronic Student records -250,000
Financial data was partially converted HR Legacy system ( a relatively new system)
was converted.
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A Best Practice that didn’t work
Vanilla vs. Customization: Customization:
Makes end users happy Vanilla:
Lowers TCO
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Vanilla with Sprinkles
When to Customize: Compliance to legislation
Protection of Privacy When the student is the user (has big impact, lots of
users) Example: Modify Name
When there is a show-stopper for user acceptance Transcripts, Admissions, Self serve data labels
When there is big disproportional impact on one user area Budget Query for Researchers
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Vanilla with Sprinkles
When to Customize: Performance considerations
Rewriting code Web Governor
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Vanilla with Sprinkles
How to Customize: Build add-ons rather than baseline mods to
tables, procedures Manage development
Develop a standards document Use version control
Be willing to throw your add-ons away if the vendor provides functionality in a future release Even when the vendor delivered enhancement
isn’t quite as functional as the local mod.
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Gartner on the Cost of an ERP
The CFOs
dream
Cost
Reality (Vanilla)
Reality (Mods)
Ouch!An upgrade
bump
Project Begins Project Ends Time
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What is success, anyway?
Possible DefinitionSuccess is realizing your vision.
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Our Vision Our vision is of a McGill in which the constituents -
faculty, students and support staff, have direct access to secure data, and the means to accomplish certain administrative tasks. Thus students and staff would maintain the appropriate parts of their own records directly. Students, for example, would apply to McGill, be able to track their applications, register for their courses, request student aid, examine their records, via a form of universal access such as the Web. Academic staff would receive course rolls, submit marks, and receive support for academic advising via the Web.
-Project Definition Document, December 1999
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What is success, anyway?
Possible criteria On time, on budget
Only if the scope doesn’t change! Only if Technology doesn’t change!
Are all end users happy Unthinkable at an Institution where critical
thinking is valued Are they using the system?
If yes, the implementation is a success!
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Banner Stats Cumulative Client User Logins: 1,165,323
Distinct Client Users : 2,829
Typical active client logins: 400-500
Distinct Web Users: 95,295
Distinct student registrations: 49,185
Typical active web logins: 200-300
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The big wins - Minerva
For the student – diminished need to understand the beaurocractic structure of McGill – “everything” is on Minerva: Application for admission Course schedule, advising and registration Course evaluations Transcripts Degree evaluation and graduation Fees and Income Tax forms
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The big wins - Minerva
For Faculty –course and advising info on Minerva: Class lists and grade submission Advising transcripts and Degree evaluation Real time interface & SSO with WebCT
For Researchers & fund administrators : 3 clicks to the bottom line of a Research Grant
or fund Invoice Imaging PCard reconciliation “Push” and “Pull” reports
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In addition
Employees and Students are empowered to mange their own personal information including : Address changes, phone numbers, emergency
contacts, email, name For Faculty and Central Administrators
An improved appointment process An integrated system and Data warehouse
Enhances Institutional Research Aids consistency and accuracy of reporting Only one system to learn, not 3
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And Now – Lea and Rick
Thank You!Roger Rigelhof
roger.rigelhof@mcgill.ca