Www.uc.edu/ucflex 1 Transforming the University of Cincinnati with the mySAP Business Suite –...

www.uc.edu/ucflex 1

Transforming the University of Cincinnati Transforming the University of Cincinnati with the mySAP Business Suite – with the mySAP Business Suite –

Lessons LearnedLessons Learned

Mr. Dennis Yockey (UC), Mr. Jim Lewis (UC),

Mr. Danny Trudgett (IBM)

2www.uc.edu/ucflex

AgendaAgenda

• Preparing for New Business Systems

• Implementing mySAP for Financials– Mission, Scope and Approach– Architecting and Building the Technical Infrastructure– Creating a High-Performing Project Team– Project Governance – Balancing Consensus with Speed

• Defining the Enterprise – UC Flex– Adding HR/Payroll and COEUS – Creating the UC Flex Program Management Office– UC|21 – Supporting the University’s Strategic Plan

• Lessons Learned

• Questions

3www.uc.edu/ucflex

Preparing for New Business SystemsPreparing for New Business Systems

• The Case for Change– Core Systems Review identified that the Financials and HR legacy

systems needed to be replaced– Information Management Technology Committee set priority –

Financials then HR– Project Sponsors and Selection Committee Established– Business Case and Project Charter Developed

• Selecting the Financials Solution1. Software RFP Process for Financials selected SAP

• RFP Shortlist References Site Visits Demonstrations Negotiations

2. Implementation Partner RFP process for Financials selected IBM• RFP Shortlist References Presentations Scoping

Statement of Work Negotiations

4www.uc.edu/ucflex

AgendaAgenda



• Defining the Enterprise – UC Flex– Adding HR/Payroll, COEUS & Other Initiatives– Creating the UC Flex Program Management Office– UC|21 – Supporting the University’s Strategic Plan

• Lessons Learned

• Questions

5www.uc.edu/ucflex

Objectives & BenefitsObjectives & Benefits

• Key Objectives– Relate to UC’s needs as a 21st century public university– Flexibility and information access improvements– Ability to use UC information to manage resource strategies– Efficient UC operations and accurate information

• Anticipated Benefits– Support a flexible, evolving & responsive business environment– Eliminate non-value adding activities, such as data entry duplication– Adopt best practices where possible– Improve ability to service customers– Integrate multiple functional areas within UC– Reduce reliance on ancillary systems – Streamline business processes and reduce inefficiencies– Support information sharing and access

6www.uc.edu/ucflex

Project MissionProject Mission

• Deliver a mySAP solution to enhance the University’s financial management operations, supporting the following objectives:– Delivered on-time and on-budget

– Utilize an integrated approach to design and build the system

– Provide for common business processes and data at all levels within the University

– Eliminate shadow systems wherever possible

– Provide an integrated core solution that improves current operations and allows for future enhancement (e.g. HR/Payroll, e-procurement)

7www.uc.edu/ucflex

Geographic & Organizational ScopeGeographic & Organizational Scope

• University of Cincinnati– A Public Doctoral/Research University-Extensive

– Three Campuses + Three Remote Locations

– 34,000 Students

– 14,000 Total Staff (4,100 Administrative Staff)

– Annual Budget $780m

– Endowment $1Bn

• 1,000 SAP users (Financials)

8www.uc.edu/ucflex

mySAP components:

– R/3 Enterprise 4.7 (EA-PS 2.0)

– Strategic Enterprise Management (SEM)

– Business Warehouse (BW)

– Enterprise Portal

Functional Scope – FinancialsFunctional Scope – Financials• General Ledger• Accounts Receivable / Revenue Mgt• Accounts Payable• Managerial Accounting• Purchasing & Procurement• Asset Accounting• Project Accounting / Capital Finance• Grants Management• Budget (inc. Position Budgeting)• Funds Management• Endowment / Investment Accounting*• Reporting

* UC Customer Enhancement

9www.uc.edu/ucflex

University Specific ChallengesUniversity Specific Challenges

• Grants Management– Indirect Costs

• Budget Preparation• Substitution rule for revenue distribution

– Multi-year budgeting in FM

• Project Accounting– Funding structures

• Position Management– Process integrates across HR/Payroll

• Endowments Management– Custom Development

10www.uc.edu/ucflex

Endowments ManagementEndowments Management

• The UC Endowments Management solution will be used by the treasurer’s office to:

– Manage the pooled endowment funds• Purchase and sale of shares• Distribution of income and assessment of fees

– Manage the Temporary Investment Pool (TIP)• Tracking of average daily cash balances• Distribution of income and overdraft assessment

– Provide detailed reports to departments of pooled investment activities• Actual and projected income and expenses• Market value and costs of pooled endowment holdings

– Record monthly investment activity

• Key Design Points include:– Use of SAP Corporate Finance Management (CFM) for creation of stocks

– Custom tables and programs for all other pool management activities

11www.uc.edu/ucflex

System Infrastructure ScopeSystem Infrastructure Scope

• Architected, sized and built from a clean-sheet to provide a robust, flexible and scalable mySAP infrastructure. Components include:

– IBM P-series Hardware - p670/p570 + AIX 5.0 with virtualization– Windows 2003 SQL Server Cluster for Enterprise Portal– EMC CX700, STK SL8500

• Sandbox, Development, QA, Training and Production environments for:– SAP R/3 Enterprise Release 4.7 / Web Application Server 6.2– BW 3.5 / WAS 6.40 Kernel– Enterprise Portal 6.0 SP9 / WAS 6.40 Kernel

• System Landscapes for:– Solution Manager 3.1 (for Operations)– AscendantTM SAP Toolset

• Other components:– Novell e-Directory LDAP – In Future: Linux and Big IP Version 9

12www.uc.edu/ucflex

System Infrastructure DiagramSystem Infrastructure DiagramLPARs

LDAP Sandbox Server(platform undecided)

LPARs

LDAP Directory

LDAP Directory

SAP Router

Internet

SD

p670 12-way, 32 Gb memory

p57016-way, 64 GB memory

Inte

rna

l Ne

two

rk, V

irtua

l Eth

ernet

QAR/3 - (RQ1)

DB2

Pwr5AIX5.3

1P, 6GB

TrainingR/3 - (RT1)

DB2

Pwr5AIX5.3

1P, 2GB

Solutions Manager (SM2)

Pwr5AIX5.3

1P, 2GB

DevelopmentBW - (BD1)

DB2

Pwr4+AIX5.3

1P, 2GB

DevelopmentR/3 - (RD1)

DB2

Pwr4+AIX5.3

2P, 4GB

Technical Sandbox

R/3 - (RS2)DB2

Pwr4+AIX5.3

1P, 1GB

Technical Sandbox

Pwr5AIX5.3

1P, 2GB

ProductionDB2

(for BW)

Pwr4+AIX5.3

4P, 10GB ProductionBW - (BP1)

Central Instance

Pwr5AIX5.3

6P, 13GB

ProductionDB2

(fR/3)

Pwr5AIX5.3

2P, 4GB

ProductionR/3 Enterprise -

(RP1) (CI)

Pwr4+AIX5.3

2P, 5GB

Production(AI) for R/3 Enterprise

Pwr4+AIX5.3

1P, 2GB

Production (AI) for R/3 Enterprise

Pwr5AIX5.3

1P, 2GB

Hypervisorattach to 10.x.x.x Network

Serial Connection

SAP Support

Web/Portal APP Server (SBX, DEV, QA)Windows 2003 32 Bit

IIS 6.0SAP J2EE Engine 6.20 (1:n)

DispatcherWGate/AGate - Dev, SBX, QA

IGS Server - Dev, SBX, QA

QABW - (BQ1)

DB2

Pwr5AIX5.3

2P, 9GB

WGate - Prod, TrainWindows 2003

AGate - Prod, TrainWindows 2003

Technical Sandbox

BW - (BS2)DB2

Pwr4+AIX5.3

1P, 1GB

Web Server (Prod, Train)Windows 2003 32 Bit

IIS 6.0IGS Server (Prod, Training)

Portal APP Server (Prod, Train)Windows 2003 32 Bit

SAP J2EE Engine 6.20 (1:n)Dispatcher

Web Server (Prod, Train)Windows 2003 32 Bit

IIS 6.0

Hardware Load Balancer(Big IP)

SQL Server Cluster (Portal)Windows 2003 32 Bit

SQL Server 2000SandBox, DEV, QA

Windows 2003 32 BitSQL Server 2000

Training, Prod

failover

switchover

switchover

switchover

Service Processor

Pwr5AIX5.3

.5P, 1GB

TrainingBW - (BT1)

DB2

Pwr5AIX5.3

1P, 2GB

Service Processor

Pwr5AIX5.3

.5P, 1GB

13www.uc.edu/ucflex

Implementation Strategy – FinancialsImplementation Strategy – Financials

A multi-wave implementation timeline that supports a big-bang go-live in July, 05 for SAP R/3 with the Budget Planning system available Apr, 05

An integrated project team that is a comprised of high-caliber UC staff and consultants in co-leadership roles. The team includes Team Members, Subject Matter Experts and Business Process Owners with functional responsibilities

A proven methodology – AscendantTM SAP – which provides the guidance, framework, and process checkpoints that constitute a successful implementation

A comprehensive set of tools and accelerators, including RWD Info Pak and the AscendantTM SAP Toolset which provides a web-enabled project support system and central repository that aids in managing the project and maintaining project documentation and deliverables, including:

– Project Management & Communication – Issues, Calendars, Email workflow, etc– AscendantTM SAP Method – based on Accelerated SAP with WBS, Accelerators, etc– Document Library – Requirements, Plans, Presentations, Minutes, etc– SAP Reference Model– Customer Reference Model – The “In Scope” model with process documents (e.g. BPP’s)

attached to nodes in the tree

14www.uc.edu/ucflex

Implementation Timeline – FinancialsImplementation Timeline – Financials

2004 20052003

J F M A M J J A S O N D J F M A M J J A S O N DDNOS J M

BlueprintRealization

Go LiveSustain

Final Prep.

Core Financial Management

(R/3 Enterprise)

Project Prep.

Budget Planning

(SEM-BPS)

Blueprint Realiz-ation Final

Prep.

Go LiveSustain

BlueprintFinal Prep.

Go LiveSustain

Project Strategies &Standards

Realiz-ationFinancial

Reporting (BW)

Portal Blueprint / Realization

Wave

Go LiveSustain

Core Financial Blueprint

15www.uc.edu/ucflex

Project TeamProject Team

A single, integrated project team comprised of UC, IBM and SAP staff, who share:

– A common vision – A single project plan with common milestones and deliverables– A single project governance structure– Shared responsibility for delivering on-time and on-budget

Adopt the “Commercial Off-The-Shelf” Best Business Practices contained in the mySAP solution (a.k.a. System Based Business Process Reengineering)

Empowered to resolve issues and make decisions Transfer knowledge to UC during the implementation to create

self-reliance after the project is finished UC Team Member’s positions backfilled to support ongoing

operations

16www.uc.edu/ucflex

Project Team StructureProject Team Structure

• Project Managers– UC Business, UC Technical, IBM

• Team Leads– Four teams: Business Process, System Infrastructure, System Development

and Change Management & Training

– Each team has two leads – UC and IBM

• Team Members– Most are Full-time

– Includes staff from Colleges/Departments

• Process Owners– One for each Process Area e.g. G/L, Grants, Endowments, etc

– Signoff on: Blueprint, Roles, User Training Plans, User Acceptance

• Subject Matter Experts– Participate in Blueprint Workshops and Configuration Confirmation Sessions

17www.uc.edu/ucflex

Change Management & TrainingChange Management & Training

• Integrated component of the UC Flex Team• UC Flex Leadership with IBM and UC team members• Change Management Scope includes:

– Change Management Strategy

– Stakeholder Analysis, Change Readiness Surveys, Communication Plan, Communication Survey, Townhall meetings, Newsletters, FAQ’s, Listserv (email), Web site, Road Shows

• Training scope includes:– Project Team Training Plan – Business and Technical

– User Assessment, Training Strategy and Plan

– Training Standards, Templates and Prototypes

– End-User Course Development and Training Delivery

– RWD Info Pak• Content Development, Context-sensitive Help

18www.uc.edu/ucflex

End User TrainingEnd User Training

• Role-Based Training Development– Blueprint Processes Roles Curriculum

• Blueprint identified the system and business processes• SAP Roles (>65) identified and mapped as-is to-be• Curriculum developed based on the roles users will perform

• Training Delivery Process1. Identify UC Flex Users

1. Training Survey identified users and current processes

2. Map current processes to UC Flex Roles

3. Train Business Administrators on UC Flex Roles

4. Validate UC Flex Users with Business Administrators

2. Create Individual Training Plans

3. Distribute Individual Training Plans through Business Administrators

4. Create the Training Schedule

5. Web-based Training Registration

6. Track Attendance & Monitor Feedback

• End User Training Scope– More than 40 courses and workshops – Over 2,500 hours (total) of training to be delivered

19www.uc.edu/ucflex

Project GovernanceProject Governance

Project Sponsors

Co-Chairs

Members

Project ManagementUC Business PMUC Technical PM

IBM PM

Change Mgmt & Training Business Process System Development System Infrastructure

VP - FinanceVP - CIO

Executive Steering Committee

UC & IBM Leads UC & IBM Leads UC & IBM LeadsUC & IBM Leads

Program

Decisions

20www.uc.edu/ucflex

AgendaAgenda




• Lessons Learned

• Questions

21www.uc.edu/ucflex

UC Flex is…UC Flex is…

• Transforming Business• Transforming Information Systems – using technology as

an enabler• A High Priority• Still Evolving – adding new initiatives• Made up of:

– UC Flex Financials mySAP Financials

– UC Flex HR mySAP HR + PeopleAdmin

– UC Flex Grants Management COEUS + SAP Grants Management Module

• Supported by a single Program Management Office

22www.uc.edu/ucflex

Program Management OfficeProgram Management Office

• To ensure an integrated and cost-effective enterprise-wide solution, UC established a Program Management Office (PMO) with the charter to:

– Support and Control UC Flex related Projects

– Provide Management Visibility

– Institutionalize Project Management

• The UC Flex PMO responsibilities include:– Establish Project Standards

– Provide Project Management Support

– Collect, analyze and report information on projects

– Monitor projects for conformance to standards

– Monitor scope, issue, risk, and performance

– Improve the skill level and capabilities of project managers within the organization

– Acquire and Implement project management processes, tools, techniques and capabilities

23www.uc.edu/ucflex

New InitiativesNew Initiatives

• New Projects– Replacing the legacy HR/Payroll with SAP – Implementing COEUS

• Impacts on the UC Flex Program– Updated Project Charter– Updated Governance Model

• Added Sponsors for HR & Grants Management• Added Steering Committee members for HR & Grants

Management• Created HR Process Change Leadership Group

– Created HR Team– Created Integration Roles

24www.uc.edu/ucflex

UC Flex HR ScopeUC Flex HR Scope

• Organization and Position Management• Personnel Administration• Time Management• Benefits Administration• Compensation Administration• Payroll Processing and Payroll Accounting• Self Services – Manager and Employee• Talent Management – Training, Qualifications,

Career Development

25www.uc.edu/ucflex

UC Flex HR BenefitsUC Flex HR Benefits

• Anticipated Benefits:– A standard (SAP-centric) platform allowing a truly

integrated system– Streamlined business processes using the SAP system

to provide faster, more convenient service to the University community

– Increased automation allowing the University to shift effort from centralized administrative activities to employee/manager services and programs

– Electronic Workflow approvals

26www.uc.edu/ucflex

UC Flex Financials + HR TimelineUC Flex Financials + HR Timeline2004‘03

Jan -

MarWave Apr

-Jun

Jul -

Sep

Oct -

Dec


Budget Planning

Reporting


Budget Planning

Reporting

Payroll, Employee Information, Compensation, Benefits,

Time Keeping, Org Mgt, etc.

Payroll, Employee Information, Compensation, Benefits,

Time Keeping, Org Mgt, etc.

Self ServicesManager Self Services - ePAF

Talent Management

Training ManagementCareer Planning

PositionManagement

HR Administration

Employee Self Services,Benefits Enrollment

Oct -

Dec

2005Jan

-Mar

Apr -

Jun

Jul -

Sep

Oct -

Dec

2006Jan

-Mar

Apr -

Jun

Jul -

Sep

Oct -

Dec

2007Jan

-Mar

Apr -

Jun

Jul -

Sep

Oct -

Dec

27www.uc.edu/ucflex

• Mission– Implement a research administration system which will meet the

needs of UC’s research units and central administration– Integrate components of SAP Grants Module with COEUS to deliver

significant pre and post award functionality to the desktop

• Benefits– Assist the Office of Sponsored Programs with pre and post award

management of sponsored activity.– Manage awards from cradle to grave– Proposal development opportunities for the future including electronic

submission of proposals

UC Flex – COEUSUC Flex – COEUS

28www.uc.edu/ucflex

COEUS TimelineCOEUS Timeline

• Phase 1 (November, 2005)– Proposal module – store completed proposals– Award module – maintain detailed information on awards and sub-

awards– Subcontract module – maintain detailed information on sub-

recipients– Person module – repository for information on employees

associated with proposals and awards

• Phase 2 (Fall, 2006)– Conflict of Interest module – maintain all conflict of interest and

financial interest disclosures that may compromise professional judgment in carrying out research work

– Negotiation module – track negotiations for individual proposals

29www.uc.edu/ucflex

Six Goals:

• Place Students at the Center

• Grow Our Research Excellence

• Achieve Academic Excellence

• Forge Key Relationships & Partnerships

• Establish a Sense of “Place”

• Create Opportunity

UC|21 – UC’s Strategic PlanUC|21 – UC’s Strategic Plan

30www.uc.edu/ucflex

AgendaAgenda




• Lessons Learned

• Questions

31www.uc.edu/ucflex

Project GovernanceProject Governance

Lesson Learned Project Impact

Dual Program Sponsorship• CFO and CIO as sponsors ensures that the

project is “Business Driven” and “IT enabled”

Steering Committee Co-Chairs

• Co-chairs represent business areas and IT• Provides a mechanism for decision making

without having to wait for a meeting

Steering Committee Meeting Every 2 Weeks

• SC stays current on the project and can support change management through their role as change champions

Project Management incorporates business process, methodology and technology

• Decisions are made in a timely manner at the project team level

• Decision making is built on consensus and decisions are durable

32www.uc.edu/ucflex

Project ExecutionProject Execution


Staff the project with sufficient, high-quality resources

• A lack of skilled, available resources can diminish both project quality and scope

Manage the change with a team that includes experienced University staff

• A change management effort not customized for the University’s culture jeopardizes acceptance

Engage University staff early in the project

• Identify team skill gaps and training needs well before project preparation begins

Train the project team

• Be prepared to adjust the training plan during/after Blueprint

• Pre-select technical team members for specific areas

• Cross-train to facilitate integration

33www.uc.edu/ucflex



Prepare and Execute a Knowledge Transfer Plan

• University needs to understand the new system and be able to support it

• Prepare a contingency plan

Risk Management should be iterative, top-down and bottom-up

• Risks identified early can be prevented before they occur

• Comprehensive risk management creates integration between teams and builds trust with Sponsors

Plan for the Competency Center (the other project) early in the implementation

• The right time for sustainment planning is not when the implementation is busiest

• The Competency Center needs separate funding and resources from the implementation project

34www.uc.edu/ucflex



Plan for a shorter Blueprint phase to drive decisions

• As-is sessions can take a lot of time• Focus the team on the to-be

Build Partnerships• SAP is a long-term commitment that will

evolve over time at the University

Create a Document Repository from project inception

• Capture “as-is” and other valuable documentation generated before the implementation project begins

Negotiate contracts well before they are needed

• Allow time to agree on Terms & Conditions, including Service Level Agreements

35www.uc.edu/ucflex

Functional DesignFunctional Design


Prioritize the functional scope to maximize benefits with the resources invested

• “Nice to Have” functions can cost a lot to implement and deliver little benefit

• The 80/20 rule applies to scope

Allow for a second implementation phase

• Eliminates the perception that it is now or never for the “nice to have” functions and plan for a “phase 2”

Plan for an upgrade• Don’t build it now if it’s coming in the next

release and you plan to upgrade

Involving key stakeholders in the development of SAP roles

• Community understands how SAP will be a part of their work life before user training

• Community involved in decisions on staff roles, individual training plans and security profiles which increases system acceptance

36www.uc.edu/ucflex

Technical InfrastructureTechnical Infrastructure


Architect the solution thoroughly

• Large SAP environments are a complex and evolving architecture – hardware and software

• Set simple, achievable goals up front and stick to them

Use multiple sources for sizing

• Different sources (Quicksizer, references, interviews, etc) give different answers

Architect for Flexibility • New technologies or versions can deliver compelling business benefits

Architect for Scalability • SAP is a long-term platform with rich functionality that should be able to grow as the business needs

37www.uc.edu/ucflex

AgendaAgenda



• Defining the Enterprise – UC Flex– Adding HR/Payroll and COEUS– Creating the UC Flex Program Management Office– UC|21 – Supporting the University’s Strategic Plan

• Lessons Learned

• Questions

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