Carnegie Mellon University CMUWorks - Staff Council Update March 15, 2012.

Carnegie Mellon University

CMUWorks - Staff Council UpdateMarch 15, 2012

Copyright © 2012 Accenture All Rights Reserved.

Agenda

2

Case for Change: Why Are We Replacing Our Systems

The Vendor Selection Process

Why Workday

Project Overview – Objectives

– Scope

– Governance & Team Structure

– Timeline

Questions


The Case for Change

3

Outdated, fragile technology doesn’t meet the University’s needs and is not sustainable

Complex, out of date processes and multiple approval requirements reduce

administrative effectiveness and efficiency

Few individuals with the system knowledge to update, maintain, and repair the dated HR system Employees are required to go to

great lengths to keep the University functioning with the earlier generation technology which is time consuming and

costly

Multiple audit failures and new regulations require CMU to implement processes and systems to reduce risk and enhance compliance

Inadequate reporting and lack of user friendly, accurate data

presents challenges for timely decision making and business

intelligence

Carnegie Mellon University needs a flexible, configurable

system with the ability to support the expanding

global campus… and must continue to invest in its future by reducing

administrative burdens and enabling staff with new tools

CMUWorks


Vendor Selection Process

4

Conduct Vendor

Landscape Analysis

Create Short List of

Preferred Vendors

Create RFPSelect Leading

Vendors for Demos

Identify Leading Choice

Select Vendor

Finalize Contract

Created RFP based on requirement gathering across campus. Included over 1400 requirements in extensive proposal.

Conducted vendor landscape analysis to identify vendors that could support CMU’s business needs.

Created ‘short list’ of preferred vendors based on company background, functionality, industry and capability (Higher Ed, International, etc.) and issued RFP.

Selected five leading HR/Payroll vendors (Oracle, PeopleSoft, ADP, Kronos and Workday) for full day demonstrations; conducted technical assessment for each vendor

Narrowed search to two vendors: PeopleSoft and Workday

• Invited over 200 campus members to participate in demonstration

• Reference Calls

• Total Cost of Ownership and Business Stability assessment

Identified Workday as the leading choice of the team; determined that it made sense to conduct a more thorough gap analysis because Workday is a SaaS model (and is not customizable) we needed to be sure it would meet our needs.

Performed extensive contract negotiation process with Workday. Finalized contract on September 14th, 2011.

Selected Workday HCM/Payroll solution on April 1st, 2011.

Narrow Search


Strong Business CaseBest Fit for CMU

A modern, flexible platform for future growth

Reduced administrative burden on CMU staff

Lower total cost of ownership

Why Workday?

5

UsabilityPositive Campus Reaction

Over 80 people attended the Workday demo; 50 evaluated the system; 40 chose Workday

User friendly interface results in increased productivity and rapid user adoption

Empowers users at all levels to easily access information, participate in business processes, and collaborate across the university

Pace of InnovationOngoing Updates: Always on the Same Version

Continuous improvement and lessons learned from peer universities

Ability to influence Workday Higher Ed product development

Additional functionality (e.g. faculty management, PTO, position administration etc.)

Early Adopter, part of Workday’s Higher Ed Design Partner Group


Why Workday?

Robust Auditing and Reporting CapabilitySupport Decision Making and Strategic Planning

Enhanced reporting, ad-hoc query capabilities and online analytics; actionable business intelligence at your fingertips

Audit and governance requirements can be readily addressed; Workday was designed with a ‘compliance rich’ environment in mind

TechnologyState of the Art Architecture and Support

Requires less hardware and maintenance support; Workday assumes many of the support, training, infrastructure and security risks

Architecture is consistent with our approach to business services and the information systems that support them

Rapid development and deployment of new functionality due to modern technology

6


What will we be able to do in Workday?

7

• Workday modules/functionality in scope includes:– Core HR, Employee Self Service (ESS), Manager Self Service (MSS),

North America Payroll, Position Management, Compensation Management, Absence/Leave Management, Benefits Administration, Performance Management, and Time & Attendance

Landing Screen for Employees


Mobile Technology

8

Workday is compatible with iPads and iPhones and provides access to real time business insight on the go

– View To Do’s and Requests– Search & View employee data– View your dashboard– Approve actions from your worklist

*Limited functionality available (e.g., no access to your dashboard)


Project Objectives - Business Process Review

9

The CMUWorks project is a collaborative effort between Human Resources, Finance,

Computing Services and campus to implement a fully integrated HR and Payroll

solution, an automated Time and Attendance system, and a Global Payroll solution.

The CMUWorks Project will:

Implement a modern, unified solution that will create the foundation for future strategic initiatives

Design standardized University wide to-be processes for HR, Benefits, and Payroll to support and enhance the new systems

Optimize the HR/Payroll operating model for the delivery of flexible and reliable services

Enable self-service when you want it; help when you need it

Reduce security and compliance risk and facilitate compliance

Provide access to shared, real time financial and operational insight for internal and external stakeholders

Improve the efficiency and effectiveness of business operations enabling CMU to better direct their resources toward the core mission of educating students and performing leading edge research

Build on CMU’s tradition of innovation and play an integral role in facilitating the achievement of the University’s vision


Scope and Objectives

10

Components of the Business Process Review

Activity Description OutputsProject Kickoff Identify stakeholders, confirm project goals and objectives and determine

communication needs. Stakeholder List Project Charter Communication Plan

To-Be Business Process Design

Apply best practices across HR, Payroll, and Benefits to streamline end-to-end business processes.

Business Process Inventory High Level ‘To-be’ Process Designs

External System Fit Gap (i.e. Recruitment, SIS, Time and Attendance)

CMU will determine how external systems will be used; integration activities will be documented in the Workday Implementation Plan

System Owner Assessment of Future Functionality

Workday Implementation Plan (incorporating system assessments)

Key Scope Decision Resolutions

Identification and resolution of key scope decisions; project team will evaluate business impacts and project scope and present the recommended solution to the appropriate decision making body for final resolution

Decision Log Completed Decision Documents

Next Stage Operating Model Define the future operating model for HR and Payroll functions within the University’s priorities.

‘Next Stage’ HR/Payroll Operating Model

Requirement Definition Gap Analysis

Document business and technical requirements. Identify major Workday gaps and mitigation.

Business and Technical Requirements Workday Gap Approach

Workday Implementation Plan Develop a Workday implementation plan based on the updated processes and identified gaps.

Conversion Approach Configuration Approach Business Continuity Approach Scope Definition and Implementation Plan Integration Approach Plan Impact Analysis for Bringing Payroll In-

House

Project Management Create the project workplan, and provide project oversight Status Reports (Weekly) Workplan

Change Management and Communications

Create the project communication plan, perform change management activities, and create and distribute communications that facilitate organizational change

Ongoing project communications and change management activities


Project Governance

11

Campus Team (Bi-Weekly/Weekly) Represent School’s/Department’s functions & processes• Represent business requirements in strategy and design sessions• Provide first point of input and review on project deliverables• Identify unique business requirements for legal and regulatory compliance• Act as local change agent for Human Resources/Payroll• Conduct quality assurance reviews on a regular basis

Project Team (Accenture & CMU) (Daily) Core Team Members: Responsible for development of outputs and leading key working sessions Team Leads: Manage and provide direction to team members in support of project objectives Project SMEs: Participate and provide input to the business process design sessions Process Owners: Act as the primary owner of any process or policy changes

Advisory Team (Bi-Weekly) Represent client’s HR, Payroll, IT and Business Leadership for soundness of solution, to confirm

business needs are addressed Operate as Project Champions within the their functions Provide input on overall strategy and design Facilitate decision making on issues related to their responsibility areas

Program Management (Daily) Provide consistent leadership and vision to the Program• Provide regular direction to the Project Team and review deliverables• Coordinate communication among Executive Sponsors, Advisory Team, and Project Team• Identify, escalate, and resolve risks and issues• Confirm all decisions/recommendations before Advisory Team review• Manage Change Control process

Executive Sponsors (Tri-Weekly) Provide overall executive leadership for the project, setting strategic goals and objectives Operate as Project Champions Accountable for results Approve changes to policies and procedures, as needed Approve Change Controls, as needed

Advisory Team

Executive Sponsors

Program Management

Project Team (Core Team Members, Team Leads, Project

SMEs, Process Owners)

Campus Team


Team Structure

12

Campus is an integral part of the CMUWorks Team; the Campus Team is compromised of representatives from the academic and business units.

CMUWorks Timeline

13

Deployment 2014TBD

All dates in the draft timeline (other than the Business Process Review) are tentative.

Time & Labor and Global Payroll timelines are dependent upon vendor selection and the Workday Implementation Planning phase of the Business Process Review.

A detailed timeline, with go-live date, will be posted to the site in late April, 2012.

Draft

CMUWorks is a multi-year project that will allow for better integration of systems and enable us to improve services.


Project Resources

14

CMUWorks Website:http://www.cmu.edu/hr/cmu-works/index.html

CMUWorks Mail Box:[email protected]

Workday Websitehttp://www.workday.com/

http://www.cmu.edu/hr/cmu-works/index.html

http://www.cmu.edu/hr/cmu-works/index.html

mailto:[email protected]

http://www.workday.com/


Questions

15

Carnegie Mellon University CMUWorks - Staff Council Update March 15, 2012.

Documents

Transcript of Carnegie Mellon University CMUWorks - Staff Council Update March 15, 2012.