Jim Carse | QUASR Program Director

Brian McKenna | Deloitte Project Director

Key Success Factors and Lessons Learned

Queen’s University Administrative Systems Replacement Project

June 12, 2012Photo Credit: Greg Black/Queen’s University

Our Challenges and Risks

Photo Credit: Paul Kehrer

The problem of … Aged administrative systems

Seriously limited … The delivery of services

And compromised … Support for our academic mission

The solution was … Administrative systems replacement

Which benefits … Stakeholders across the Queen’s community

And enhances … The academic experience at Queen’s

Our Quest

Photo Credit: Paul Kehrer

We needed to enhance service delivery by:

Replacing aged legacy systems Integrating solutions across departments Increasing system functionality Improving administrative processes Building ongoing support capacities Reducing and managing risks

Our Opportunity

Supporting the University’s academic mission

Redesigning processes

Reducing risksIntegrating systems

Improving service delivery Photo Credits: stock.xchng

Timeline and Scope

2009 2010 2011

Research AdministrationTRAQ – Active Project

Core, Benefits, Payroll, T&L

Student Records, Student Financials,

Academic Advisement

Finance

Research

Human Resources

Student

ResearchAccounting

Admission,Financial Aid

Online Procurement, Travel & Expense(implementation dates TBD)

Board approval was received in December 2008.

GL, Payables,Procurement

Timeline and Scope

QUASR Timeline and Scope:TimelineJanuary 1st 2009 – April 30th, 2012 40 Months

ScopeOracle/PeopleSoft Applications Implemented 3 Applications, 26 ModulesLegacy Applications Decommissioned 23 Legacy ApplicationsAdministrative Systems Hardware, Technology & Tools 100% Replaced

Timeline and Scope Observations: 46 specific applications were either implemented or decommissioned in the 40 month QUASR term – over one application per month.

Governance

Senior sponsorship and engagement on Executive Steering Committee

Advisory teams of key stakeholders, mirror structure of project teams

Key challenge

Well-defined decision making authority, with decisions

formalized in writing

Organization and Team Structure

QUASR Program ManagementQUASR Program Management

Finance / Research

Accounting

Finance / Research

Accounting

Human Resources

Human Resources

Information TechnologyInformation TechnologyStudentStudent

Communications & Change Management

Communications & Change Management

TrainingTraining

SecuritySecurity

IT - RICEIT - RICE

Shared Project Support

Organization and Team Structure

ChallengeChallenge

5 QUASR Project Teamso Finance, Student, Human Resources, Information Technology, Change

Management

7 QUASR Committeeso Governance and Project Advisory Teams

200+ Core Team Memberso Various Queen’s University Departments, System Integrator Practices &

Subcontractors

Decentralized Legacy Administrative Support Structure

Deloitte Total Campus™ Implementation Methodology

Project Management

Project Management

System Implementation

System Implementation

Change Management

Change Management

TechnicalTechnical

Business ProcessBusiness Process

Phase / StreamPhase / Stream Planning & ScopePlanning & Scope StructureStructure ConfigureConfigure DeployDeployPost

Implementation

SecuritySecurity

Deloitte Total Campus™ Implementation Methodology

Phase/Stream Planning & Scoping Structure Configure Deploy Post Implementation

Project Management

Scoping and Planning Workshops Project Management and Planning

Post Implementation QA ReviewProject Charter Project Office

Project Team Training Schedule Quality Assurance

System Implementation

Configuration Scoping

High Level Design Conference Room Plot User Acceptance Test

End User Support and Application Management

Configuration Workshops and Workbooks Stress Testing

Application Testing End to End and Parallel Testing

End User Training Plan End User Training Materials End User Training

Training of College / University Resources Cut Over Plan

Data Conversion Scoping Data Conversion Strategy Conversion Mapping Conversion Testing

Interface Scoping Interface Strategy Interface Mapping Interface Testing

Corporate Strategy Reporting PeopleSoft Reporting Strategy Design Reports Test Reports

Change Management

Business Process Scope Business Process Redesign Business Process Training

Change Readiness AssessmentCommunication Plan Deployment and Training

Program Level Change Framework Monitor and Sustain Change

Leadership Alignment Leadership Alignment Change Risk Mitigation Frontline Change Leadership

Technical

Application Architecture PS Install and Certification Application Management

Hardware Architecture Install H/W and O/S Hardware Performance Monitoring and Tuning

Network Architecture Network Enhancements Network Performance Monitoring and Tuning

Resource Planning Training of University Resources Manage and Execute Conversion, Interface and Reporting Work Load

Process and System Integrity Integrity Assessment and Strategy

Develop Business Process Integrity Techniques Business Process Integrity Testing Business Process Monitoring

Develop IT Integrity Techniques IT Integrity Testing IT Integrity Monitoring

Configure Development Security Design Production Security Configure and test Production Security Application Security Monitoring

QUASR Strategy and Standards

ChallengeChallenge

5 QUASR Project Teams

7 QUASR Committees

200+ Core Team Members

Decentralized Legacy Administrative Support Structure

QUASR Strategy and Standards

Opportunity to StandardizeOpportunity to Standardize

Improve Workflow

Increase Productivity

Enhance Quality

Standardize Work Products

Capture and Protect Intellectual Property

QUASR Strategy and Standards

QUASR Strategy and StandardsQUASR Strategy and Standards

Training & Change Managemento Training Strategyo Communication Strategyo Knowledge Transfer Strategy

Securityo Application Security Strategyo Operating System and Database Security Strategyo PeopleSoft Access Provisioning & De-Provisioning Standards

QUASR Strategy and Standards

QUASR Strategy and StandardsQUASR Strategy and Standards

Instance Management & Object Migrationso Instance Strategyo Migration Strategy

Data Conversions & External Interfaceso Interface Strategy & Design Templateo Conversion Strategy & Design Template

Application Maintenance, Enhancements and Testingo Enhancement Strategy & Design Templateo Testing Strategyo Application Maintenance Strategy & Plano Reporting Strategy

Sharing of QUASR Intellectual Property

QUASR / Deloitte IPQUASR / Deloitte IP

Queen’s Universityo Resource Planso Positions Descriptionso Status Reportso Etc.

Deloitte IPo Strategy Documentso Training Planso Organizational impact Assessmento Etc.

Deloitte Restricted IPo Configuration Documentationo Program Designo Cutover Planso Etc.

Change Management

1. Increase Urgency2. Build Guiding Teams3. Get the Right Vision

4. Communicate for Buy In5. Enable Action6. Create Short-Term Wins

7. Don’t Let Up8. Make It Stick

Create a Climate for

Change

Create a Climate for

Change

Implement and Sustain

Transformation

Implement and Sustain

Transformation

Engage and Enable the

Organization

Engage and Enable the

Organization

Budget Management

45 Change Requests25 Allocation Requests

Actual Expenses by Category:

Risk Management

Active Risk MitigationActive Risk Mitigation

Risk Register Tracking

Risk Assessment and Mitigation Plans

19 Quality Assurance Reports / Reviews

16 Board of Trustees Reports / Updates

Risk Review Standing Agenda Item for Governance

Initial Challenges - Student

Size and complexity of Student implementation

Policy change to GPA significant – done well in advance

Key challenge

Planning for change in advance

Photo Credit: stock.xchng

Initial Challenges - Finance

Pros and cons to being first – sets tone and expectations for remainder of project

Difficult but critical to get structure of Chart of Accounts right

Significant turnover of Finance leadership highlighted the need for engagement and alignment with business office

Key challenge

Structure of Chart of Accounts

Initial Challenges – Human Resources

Data conversion challenging Change brings focus on consistency

of HR practices

Key challenge

Managing anxiety surrounding payroll transition

Photo Credit: Microsoft Clipart

Initial Challenges - IT

Talent search – competitive market for specialized skill sets

Competing demands on time across multiple streams

Key Challenge

Recruiting and retainingskilled employees

Image Credit: stock.xchng/ Dominik Gwarek

Initial Challenges – PeopleSoft Sustainment

Coordinating in a decentralized environment

Negotiating budget, talent and timelines

Key Challenge

Balancing competing demands between implementation and sustainment responsibilities until project is complete

Photo Credit: stock.xchng

Sustainment Planning and Organization

HUMAN RESOURCES RESEARCHFINANCESTUDENT

PeopleSoft Sustainment

Operational Management

Advisory

Strategic

Go

ve

rnan

ce

Director #1 Director #2

Technical Lead

· PS Admin. #1

Business Analysts

System Analysts

Technical Lead

· System Analyst #7· System Analyst #8· System Analyst #9

N/A

· Business Analyst #5· Business Analyst #6

· System Analyst #1· System Analyst #2· System Analyst #3· System Analyst #4

· Business Analyst #7· Business Analyst #8· Business Analyst #9

· Business Analyst #1· Business Analyst #2· Business Analyst #3· Business Analyst #4

N/A

· System Analyst #5· System Analyst #6

· Security Analyst #1 · Security Analyst #2

PeopleSoft System

Administrator

Application Security

Administrative Support

Office Admin.

IT SERVICES MANAGEMENT

· DBA #1

· Infrastructure Lead #1Technical Infrastructure

DBAs· DBA #2 · DBA #3 IT Management #1

IT Management #2

· PS Admin. #2

Administrative Systems Advisory Committee

PeopleSoft Operational Working Group

Lessons Learned

Top 8 Lessons Learned

Reporting must bea key system deliverable.

Credit: Microsoft Clipart

Top 8 Lessons Learned

Post-implementation support (expertise and budget) is a critical success factor.

Credit: Microsoft Clipart

Top 8 Lessons Learned

Knowledge transfer is key – staff must know what the consultants know.

Credit: Microsoft Clipart

Top 8 Lessons Learned

Commit the right staff resources to the project.

Credit: Microsoft Clipart

Top 8 Lessons Learned

New systems require operational process changes – map out what these might look like.

Credit: Microsoft Clipart

Top 8 Lessons Learned

Post-implementation begins at the same time the project begins.

Credit: Microsoft Clipart

Top 8 Lessons Learned

Set realistic user expectations – anticipate the trough of despair.

Credit: Microsoft Clipart

Top 8 Lessons Learned

Focus on the important tasks and priorities required for goal achievement.

Credit: Microsoft Clipart

3 Critical Success Factors

1. Effective Change Management

2. Effective leadership and governance of the project

3. Proactive user engagement throughout the lifecycle of the project

Photo Credit: Microsoft Clipart

Q & A

We welcome your questions ...

Photo Credit: Flickr – Horia Varlan

Recap

Engage early and oftenPlan for support It’s a people process –

with lots of change

Photo Credit: Greg Black/Queen’s University

Future Projects

Complete Information Systems Architecture Diagrams

Establish a Project Portfolio Office (PMO)o Internal IT Projects

• Tools & Infrastructure

o Business Prioritized Projects

• Applications Extension & Upgrades

o Enterprise Information Management Projects

Contact Information

Jim Carse – QUASR Program Directorjim.carse@queensu.ca