Fiscal Administrators
October 14, 2020
2
Fiscal Administrators | What We Heard & Today’s Agenda
Topic Comments Heard Today’s Agenda Item / ObjectiveTarget
Time
Announcements • N/A• Request Form Update
5 min
Project Overview • NA • Project Timeline – Where Are We?
New Implementation Stage • When can we see the system?
• Configure & Prototype overview / expectations for this
stage of Implementation Phase
• Activity: Potential questions from stakeholders in your
area
15 min
Change Leaders • NA
• Change Leader Engagement Strategy
• Change Leaders by Area
• Activity: Stakeholders in my Area
20 min
Other Business and Wrap Up • N/A • Questions 5 min
3
Request Form Change – Andrew Bedotto
4
Project Overview
5
StabilizationSupportDeploy
Project Overview | What Should I Expect When?
Imagine Deliver Run
TestConfig & Prototype ArchitectPlan
Architect: Building the Model
• Expect: The team starts establishing
implementation; requirement gathering
sessions begin, known as Architect sessions.
• Involvement: The team displays Workday
functionality during the Architect sessions
and gathers requirements. Architect
sessions cover a variety of topics and
include 20-30 team members from
Functional, Technical and Change
Management areas from across Grounds
for each sessions. Focus groups that take
place after the Architect sessions help
refine.
Configure & Prototype: Walking through the Tenant
• Expect: The requirements we gathered are now validated and UVA’s initial tenant is built. The
team creates training plans based upon what we know from Architect sessions.
• Involvement: Participate in interactive walkthrough of processes; the team gathers feedback on
issues and opportunities from staff to enhance the system.
Test: How Does Workday function at UVA?
• Expect: The team starts end-to-end testing in the Workday Tenant. Initial training materials may
also be distributed during this time.
• Involvement: You may be asked to help test UVA’s Workday Financials or to evaluate how
ready you think you and your unit are to go live with Workday Financials.
Deploy: Workday Goes Live!
• Expect: Training as we prepare to transition to Workday Finance.
• Involvement: Once Workday goes “live”, we will ask for everyone’s active involvement in
training as UVA staff and faculty acclimate to new workflows and processes. We’ll depend on
our Advisory Group members to help us know what is working – and what needs to be tweaked.
Support & Stabilization:
The New Normal
• Expect: With the system
live, we are making the
small process changes
necessary for Workday to
be effective for all users.
• Involvement: Keep us
apprised of challenges
you encounter, as well as
continuous improvement
opportunities.
Plan: Preparing for Phase 3
• Expect: Behind-the-scenes work: hiring,
planning to implementing.
• Involvement: The team is putting the
foundation in place!
We’re
Here
2020 2021 2022
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Go-Live
6
DRAFTNew Implementation Stage | Configuration and Prototype
What to expect in Configuration and Prototype:
• Over the past few months, we have been meeting in teams with various
groups and cataloging their requirements
• We have built a design (Configuration #1) around current requirements.
This will serve as a starting point to guide the build.
• In C&P, we will update and change on the initial design, setting a
foundation for future iterations
What is needed of the UVa team:
• Validate Configuration #1
• Ensure build from the cycle meets requirements of daily work
• Start to become knowledgeable on relevant functional areas of
Workday
7
New Implementation Stage
8
New Implementation Stage | Configure & Prototype Overview
Personas
Construct
Customer
Confirmation
Sessions
Sprint Review
Configure &
Develop
The objective of this stage of the deployment is to complete the configuration of the Workday application,
integrations, and reports and prepare the tenant for the Test Phase.
Input
Change
Impacts
Process
Workflows
User Stories
Output
Test Scenarios
End-to-End
TenantData
Reports
Integrations
9
2020 2021
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
New Implementation Stage| Timeline DRAFT
Configure & Prototype – 10m Architect – 8m Holid
ay B
reak
Th
an
ksg
ivin
g
C1 BuildFunctional Team
Technical Team Conversions
C2 Build
Integrations Build
Report Build
E2E Build
• Baseline configuration and FDM
• First cut of Business Processes• Iterate on configuration and business processes
• Add integrations and reporting
• Conversion subset
Define FDM
Default
Mapping Rules Develop FDM mapping tool COA to FDM mapping by Units (through 3/15/2022)
Customer
Confirmation
Sessions – C1
Sprint 1.1 Sprint 2.1 Sprint 2.2Sprint 1.2
Customer
Confirmation
Sessions – C2
Sprint
1.0
10
DRAFTNew Implementation Stage | Potential Questions
11
Change Leaders
12
Advisory
Group
Change
Leader
Professional
Development
Advisory Group
Change Leader
Change Leader
ToolkitChange Partner
Professional Development will be provided at
monthly Advisory Group meeting on change
leadership principles. The OCM team will be
customizing content and facilitating learning
activities for these sessions*
A Change Leader Toolkit will be
created containing the content from
professional development and
specific tools/activities to be
completed by the change leader.
A Change Partner from OCM will be
meeting monthly with change leaders.
The change partner will assist the
change leader in completing
assignments from the toolkit.
Change Leaders | Engagement Strategy
13
• AR - Lisa Benton, School of Architecture
• AS - John Mastrandea, College of Arts and Sciences
• AT - Sarah May, Athletics
• AT - Erica Perkins, IM-Recreation
• BA - Charles Rush, Batten School
• BU - Melissa Clarke, Business Operations
• BU - Andy Mansfield, Business Operations
• CO - Ivan Bari, Human Resources
• CO - Mary Brackett, Organizational Excellence
• CO - Megan Lowe, Office of the Executive Vice President and Chief Operating Officer
• CO - Ana Lynch, Office of the Executive Vice President and Chief Operating Officer
• CO - Reid Thompson, Organizational Excellence
• CO - Scott Willis, Human Resources
• CP - Sue Herod, School of Continuing and Professional Studies
• CU - Phil Paulick, Curry School
• CU - Christopher Peper, Curry School
• DA - Beth Van Hook , Darden
• DS - Diane Wendelken, Data Science School
• DV - Marianne Harrison, Advancement
• DV - Michael May, Advancement
• EN – Kim Gregg
• FI - Jennifer Nicole Hale, Finance
• FI - Brian Logwood, Finance
• FI - Julie Richardson, Finance
• FM – Jason Davis, Facilities Management
• HS - Kimberly Holdren, UVA Health System
• HS - David Key, UVA Medical Center
• IT - Carol Temerson, IT
• IT - Teresa Wimmer, IT
• LB - Chip German, Library
• LB - Susan Neal, Library
• LB - Barbara Paschke, Library
• LW - Troy Dunaway, Law School
• MC - Rob Tharpe, McIntire
• MD - Kyle Bowman, School of Medicine
• MD - Kerrie Faust, UVA Health System
• OP - Penny Cabaniss, Operations
• PR - Samantha Jane Anderson Jackson, University of Virginia Press
• PR - Missy Brads, Office of the President
• PR – Jen Starkey, Miller Center
• PR - Justina Duncan, Office of the President
• PR - Gary Nimax, Compliance
• PR - Philip Stavropoulos, Audit
• PR - Caroline Walters, Records Management
• PV - Ashley Bagby, IRA/UBI
• PV - Eduardo Lorente, Office of the Executive Vice President and Provost
• PV - Scott Newman, IRA/UBI
• PV - Michael Phillips, Weldon Cooper Center for Public Service
• RS - Urmila Bajaj, Research & Public Service
• RS - Jeffrey Blank, Research & Public Service
• RS - Kelly Hochstetler, Research and Public Service
• RS - Anjula Joseph, Research & Public Service
• SA - Wayland Bryan, Student Affairs
• UPG - Marc Rickabaugh, University Physicians Group
• WS - Kristy Robertson, College at Wise
• WS - Heather Wilson, College at Wise
Change Leaders | Advisory Group Members
14
Change Leaders | Key Stakeholders
Create a list of key
individuals/groups in your area
who will be affected by FST
15
Other Business and Wrap Up
16
Appendix
17
Appendix | RAPID Description
RAPID Roles Names of Individuals or Entities
Recommend FST Program Leadership
Agree (Veto)
Tier 1: Co-Chairs / Functional Owner(s)
(depending on the type of decision)
Tier 2: Workstream Lead(s)
Perform FST Project Team
Input
FST Steering Committee
FST Advisory Group
UVA Fiscal Administrators
DecideTier 1: Exec Committee/Leadership Council
Tier 2: Functional Owner(s)
RAPID Logo to be used in communications
18
Appendix | Decision Making Framework
While RAPID roles should be defined for all decisions, documentation only required for Tier 1 and 2.
Does the decision impact one or more of the following:
SCOPE
Impacts the scope outlined in SOW and is a candidate for a change order
BUDGET
Changes the budget of the project, e.g., needs additional resourcing
IMPACT TO STAKEHOLDERS
Impacts a large group of stakeholders or has high impact on current functionality
SCHEDULE
Changes the schedule of the project go-live date or milestone
Does the decision maker,
e.g., Functional Owner,
want to get formal input
from advisory entities in
order to make a decision?
YES
NO NO
TIER 1 DECISIONS
Requires RAPID documentation
Decide: Executive Committee/Leadership Council
(decision dependent)
Agree: Co-Chairs or Functional Owner(s)
Input: Advisory Entities
Recommend: Workstream Leads
TIER 2 DECISIONS
Requires RAPID documentation
Decide: Functional Owner
Agree: Workstream Leads (decision dependent)
Input: Advisory Entities
Recommend: Workstream Leads
TIER 3 DECISIONS
Does not require RAPID documentation
Decide: Functional Owner or Workstream Lead(s)
Input: Business Process Owner
Recommend: Team Leads
POLICY
Creates a new UVA Finance policy or involves change to existing policy
YES
19
Appendix | Functional Decisions
Decisions will be made by the project team, when possible. However, should there be a functional
decision that requires escalation, the following proposed governance structure will be utilized.
Makes the decisionRecommend, Input, or Agree1
Tier 1 Decisions
Tier 2 Decisions
Tier 3 Decisions
Executive
CommitteeLeadership Council
Functional
Owners2
Functional OwnersSteering
Committee
Advisory Group
Fiscal
Administrators
Workstream Leads
Steering
Committee
Advisory Group
Fiscal
Administrators
Workstream Leads
Functional Owners
1. Other advisory stakeholder groups may be leveraged to solicit feedback and advisory guidance based on the topic at hand
2. An individual’s role at the University supersedes one’s project role in determining decision-making authority
Workstream LeadsBusiness Process
Owners
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