Digital First User needs not University

needs

IT Committee19th November

Simon Marsden

Core Services

Finance HR Payroll Estates Student Records Research Management Timetabling/space planning

Supporting or cross cutting services Document management and collaboration tools (o365) Customer relationship management Analytics / Business intelligence Integration services including id management, authentication, APIs

Digital disruption

Student (and staff) experience: optimise the journeys Process: standardisation, optimisation and adoption Acceleration and agility: faster processes, faster changes, Digital first: paper/phone calls/photos/cash not needed Immediacy: anywhere/anytime/any device Evidence based, quantitative, quality decision making Long term service planning

Digital is simply better

Strategy

Work from the top down What is the driver for each area What are the user journeys What are the processes that we need (high level) Gap analysis with what we have

HR strategy Attract, reward and retain the best talent from across the world; Promote, champion and support transformational leadership and

management; Develop people Achieve global impact; Foster a culture of inclusivity, good health and wellbeing

Systems Strategy

Cloud delivery first Minimise the number of vendors

ERP Accept niche applications

Flexible but limited process design Architecture Integration – Interfaces, APIs, standards

Our Maturity

Area Processes Systems

Finance and procurement Good Weak

HR Weak Weak

Payroll Good OK

Estates Good Weak OK

Student Records Weak Weak

Research Management OK Good

Analytics Weak Weak

CRM Weak Weak

Some initial observations

Importance of Architecture

Increase and maintain investment across the piece

Build capability for CRM and Analytics Mainly about people and leadership New tools will be needed

Business area view

Finance/Procurement/Payroll/HR – one ERP Can be done in stages Can be cloud delivered Limited vendor coverage – Oracle/SAP/Workday

Estates Implement capital planning now Integration with Finance Stay with existing vendor

Student Records Slower progress than is desirable Weak but changing market – no compelling case for change of vendor now

Research Management RMAS investment

First cut timeline and costs

Item

Finance

HR and Payroll

Estates

Student Records

Research Management

16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26

Approx cost £m 5.5 7.3 7.8 10.1 9.9 6.6 3.7 3.2 5.5 5.5

Process review

Systems change

Business as usual

Major Risks

Speed and capacity for change

Change management around people

Agreement/consensus for necessary orchestration

Estimation

Quality It’s ERP Jim, but not as we know it

Questions - Discussion?