Post on 25-Dec-2015
Upgrade to Financials 8.9
Lessons Learned
•Ben Lowenthal, AVP, Finance/ Controller
•Kristal Charles, Project Coordinator
UMUC FACTS & FIGURES
• UMUC is a world leader in online education• In Fiscal Year (FY) 2006, UMUC had over 153,000
online course enrollments. • Currently, UMUC offers more than 100 bachelors and
masters degree programs and certificates fully online. In FY 2006, UMUC offered more than 600 distinct courses online.
• In FY 2006, UMUC ’s overseas divisions offered on site classes in 24 countries throughout the world, enrolling 42,879 individual students in undergraduate and graduate programs.
• Currently, UMUC enrolls close to 60,000 active duty military, reserves, dependants and veterans
UMUC FACTS & FIGURES
• UMUC is a USM institution with a significant national profile
• UMUC is the 12th largest degree-granting university in the United States.
• The number of students enrolled in UMUC stateside programs has grown by 49% in the last five years – from 22,233 in fall 2001 to 33,096 in fall 2006.
UMUC FINANCE AND PEOPLESOFT
• Live in September 2004 on version 8.4• Upgraded 4/16/07 to version 8.9• Modules
GL AP/PO ePro Asset Management
• HR/SA version 8.0 interfaces from PR and SF
• Tools version 8.48• nVision reporting for distribution of
reports to end-users• Approximately 200 end-users worldwide
PROJECT 20/20 KickoffPerfect Future Financials 8.9 Vision
PROJECT MILESTONES• Kickoff – September 2006• Partnered with Cedar
Crestone • Training and Fit/Gap –
October – November 2006• Testing/Lab Implementation –
December 2006• Four comprehensive tests of
database – two in lab environments and two at UMUC – December 2006 – March 2007
• End-user training with UPK – March 2007
• Go-live – April 16, 2007
Project Timeline• 9/11/06 – 11/11/06 – Focus
Groups and Fitgap• 11/06/06 – 1st 8.9 Environment
Established – Lab• 2/5/07 – 3rd 8.9 Environment
Established – UMUC• 3/19/07 – 4th 8.9 Environment
Established – Test Database• 4/11/07 – User acceptance
testing and signoff completed• 4/16/07 – Go-live
Lessons Learned - Playbook
• Allow for separate, dedicated times to develop test scripts, perform testing and develop training materials in the project plan.
• Ensure IT involvement in the RFP and planning. Determine whether lab is needed or if the technical upgrade can be done internally. If a lab is used, understand the responsibilities of the lab vs. in-house IT. Must test all integration points in house - - cannot be tested in the lab.
• Communicate, communicate, communicate!• Change business process to fit the system
and not vice versa.
Lessons Learned – Playbook
• Project schedule must be created up front and honed to throughout the project. Regular review will identify changes and/or adjustments.
• Key people must be identified in advance. Employees dedicated 100% to the project should have backfill in the department prior to project launch.
• Key personnel such as the Project Manager should be 100% dedicated to the project.
• Project Manager should oversee ALL project related efforts to ensure consistency.
• Establish a small committee with knowledge of the project that is empowered to make decisions. Require a 72 hour turnaround on decisions and 24 hours for emergency decisions.
Lessons Learned – Playbook
• TAKE OWNERSHIP. Plan knowledge transfer. Eliminate consultants shortly after go-live to limit over-reliance. Determine Post Production support plan prior to go live.
• Retain key personnel throughout the project. Set goals and CELEBRATE them. Promote TEAM concept.
• Involve departmental end-users in early planning via focus groups.
• Clearly define project deliverables and necessary documentation and track them.
Lessons Learned – Playbook
• Train users up front (prior to any other project activities) on any new technology. For example UPK, Mercury, etc.
• Conduct an orientation with all departments involved in the upgrade/implementation so that all understand the scope of services, the resources required, and the departmental expectations.
• Conduct an orientation with the core project team and the consultants at the beginning of the project so that all understand their roles and responsibilities in the project.
Lessons Learned – Player Acquisition
• When procuring the consultant, be sure to fully understand the implications to University resources before accepting any change in the schedule suggested by the consultant.
• When pricing alternates, obtain the impact to the resources and the project schedule in the event the alternates are taken (i.e. ePro).
Lessons Learned – Training Camp
• Use UPK as your training tool. 24/7 access and different modes are great training tools.
• Key project team members must attend Oracle/PS training prior to project launch.
• End-user training should be “just-in-time” – create a comprehensive training plan in advance.
Lessons Learned - Practice
• Formulate test plans with known results and follow them. Establish criteria and structure for test scripts, testing resources, and reporting.
• Determine who will conduct load/stress testing, within what time frame, and what the parameters are prior to project commencement.
• Test data extensively prior to go live. If parallel testing is to be completed, define cutoffs and data prior to testing.
• Test iteratively. Unit and integration testing from beginning to end of process (include outside touch points).
• Involve any consultants in testing as a joint process. Establish a lab enabling knowledge transfer with consultants and functional end-users working side by side.
Lessons Learned – Xs & OsRSTARS/Conversion
• RStars – Determine mapping for all transactions, including journal entries, deposits, vendor maintenance, and vendor payments.
• Determine selection criteria for RStars transactions. Which transactions don’t go.
• Clean vendor file early in the project and compare to RStars – determine how mail codes and service dates will be sent.
• Determine how ledger balances and journal detail will be converted – detail vs. summary – start conversion early and balance back to legacy system.
Project Highlight Reel
•ePro!•Manage Requisitions – ONE STOP SHOP!•E-mail Collaboration!•Workflow approval process streamlined!•System timeout raised to 60 minutes!•P-card improvements on the way!
Post Game Wrap Up
• Plan, Plan, Plan
• Communicate, Communicate, Communicate
• Test, Test, Test
• UPK Training
Q & A – Expert Panel
• Ben Lowenthal, blowenthal@umuc.edu – Finance• Kristal Charles, kcharles@umuc.edu – Project Mgmt.• Janet Foster, jfoster@umuc.edu – Finance – RSTARS & AP• Marion Wirschal, mwirschal@umuc.edu Finance –
Functional Support• Lucy Kallal, lkallal@umuc.edu Finance – GL & AM• Rob Ahlberg, rahlberg@umuc.edu Finance – nVision
Reports• Valerie Rolandelli, vrolandelli@umuc.edu Procurement -
ePro• Jason Pruitt, jnpruitt@umuc.edu Procurement –
Functional Support• Renee Marshall, rmarshall@umuc.edu – IT – Technical
support
Thank You for Your Attention!