ERP in the Cloud: Challenges and Opportunities (265222046)

8/9/2019 ERP in the Cloud: Challenges and Opportunities (265222046)

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California College of the Arts

Founded 1907

Non-profit art and design college in San

Francisco and Oakland California

2000 students. 2/3 UG, 1/3 Grad

Founded in the Arts and Crafts Movement

Fine Arts, Design, Architecture, Humanities

Pride ourselves on being nimble and

“scrappy”… Using iterative processes

Doers and Makers

Innovation is in our DNA

Technology is embedded in our disciplines



About Me

Fine Arts and InstructionalTechnology degrees

e-learning since 1995

UC Berkeley, ACIO for AcademicEngagement

Active in Community Sourceefforts: Sakai, Fluid Project,

OpenCast

Strong advocate for user-centered design practices

CCA CIO for 2.5 years





CCA IT Landscape

Datatel/Colleague school since 2004

ADP for HR/Payroll until January 2015

Hobsons for Student Recruiting and applications

Raisers Edge for Advancement

Moodle LMS

Many manual processes and small tools to make up forlack of integration

Small school, but significant breadth

Often only a single FTE deep in critical areas



Why Change?

Carrying a large level of risk

No way to scale significantly with existing staffing

Legacy systems the largest complaint from faculty and students

Inability to be responsive with current system

Cost of customization — incredibly brittle systems

Work-arounds a very large human hour cost — largely invisible

Expectations require a modern technology stack



Strategy + Goals

Extend services by leveraging cloud services

Increase understanding & empathy for end-user goals andchallenges

Deliver long term impact through phased/iterative approach

Fill gaps & largest pain points first

Clarify decision-making — functional ownership

Cultivate and promote business process review & projectmanagement

Take advantage of the moment to revisit business process



Managing Decision-making

Governance - priority and funding

CIO Administrative Advisory

CIO Academic Advisory

Administrative Managers Users Group

Project management tools and sponsorship

Data Governance



Cloud Solutions



Platform As A Service

Configuration rather than customization

Engagement is their business

Third party tools and implementation partners canhelp us expand

Reasonable Higher Ed. pricing via Foundation



Filling gaps rather than replacing legacy systems

1 platform for managing and tracking studentengagement

Career Services, Academic Programs, Student Affairs Counseling, Industry Partnerships, Center for

Art and Public Life

Activities: Internship mgmt., mentor matching,alum tracking, industry partnerships opportunitiesand CAPL partners mgmt.



Native Cloud — prepared for change

Utilizing new technologies offering flexibility

Company willing taking a UCD approach

Partnership programs enable CCA to engage

without having development staff



Workday HR/Payroll phase 1 released January 2015

Staff Recruiting released March 2015

June 2015 Release:

Faculty Recruiting and Contracting

Student Recruiting

Financials Review & Decision Summer 2015



Workingw it h

Workday

Student Strategicinfluencers

Influence and shape

Bring the talent and unique

perspective you have

Student Design Sprint



[Straw Man] Roadmap



Challenges/Risk

Building a shared sense of need

Managing change — costs and expectations

Timing

Integrations

Data management



The Start of the Storm...

Max Davis-Johnson

May 2015

Boise State University



What are we going to talk about?


A new strategy Starting the transition

What’s next













Boise State Facts

Fall 2014 Enrollment – 22,259 Full Time Faculty & Staff – 2,104

Offer 12 Doctorate, 76 Master’s and

84 UnderGrad Programs plus 23

Grad Certificates FY 2015 Budget - $450M

FY2014 Research Expenditure - $35M


I i i f if i i l



It is not a question of if…it is only a

question of when.




Our Reality is…


Doing more with what we have or in somecases with less

Growing expectations

Increasing pace of innovation We can’t get rid of stuff or turn anything off



… and this


ERP upgrades that cost millions Servers under peoples desks

Faculty members still using Windows 95

Chemistry server storing credit card numbers

Manual shaping network packets to block abusers

Distributed staff doing the “same thing but different”



Higher Ed Tech is unique…




Unique because…


Transactional & Administrative systems

Classroom Technology

High Performance Computer (HPC) / Research Technology

Huge data sets

Labs/Classrooms with 100’s of applications Open networks/easy hacking target

BYOD (Bring Your Own Device)

ISP to ResNet & Housing

Refresh of customers

Educated trained debaters

Consensus style of governance




Why do we think we can do this

by ourselves?



Why a new strategy?




Like technology from an advanced aliencivilization…




Move from this…




… to this




Flip the Pyramid




Fundamental Strategies


IT Rationalization IT Simplification

Do more core technologies than

context technologies

Embrace the SMAC stack



IT Rationalization


Determine the best source of IT services and reducenon-productive redundancy in IT Solutions

Think Cloud First when upgrading or acquiring

Emphasize virtualization of servers and storage

Centralize commodity technology

Get control of technology infrastructure

Embrace the concepts of IT Simplification – concept of

one & zero, keep score, free the data, amazonification,team sport, and stop doing stuff



From Context to Core


Core processes … are the ones thatdifferentiate you … so that customers

select you over your competition.

Everything else is context.

-- Geoffrey Moore

Dealing with Darwin



Embrace the SMAC stack

Social, Mobile, Analytics, and Cloud - SMAC Lead with Mobile in Development

Incorporate Social in Development

Working hard to extend the data (warehouse) Working hard to extend reporting/analytics

with new tools and dashboards

Think Cloud first




Why Oracle Cloud Financials?

Current state

Economic

Technical

Functional




Current State

Boise State was one of the Original 13 for PeopleSoft (Pre -

Y2K implementation)

Planning for a significant PeopleSoft Financials upgrade (8.x to

9.x)

Process mapping

COA update

Project culture in place

Upgrade Budget identified

Looking at a large PS licensing increase due to significantUniversity Budget growth

Cloud is evolving part of our culture/strategic direction




Economics

Annual Avoidance Cost• Software Maintenance

• Annualized Upgrade

• Additional SW License

Other Cost Reductions (after 2nd Year)*• Software & Hardware Maintenance/Replacement

• Labor

Cloud Subscription Costs*Cost shifts



Technical

The technical benefits of moving to a cloud-basedsystem are all there:

reducing infrastructure costs *

the opportunity to repurpose staff to other needed areas *

keeping the system current eliminating costly upgrades

the ability to grow and scale as needed

robust web services

* Cost Shifts




Functional – Critical to ERP Cloud

Mature fully functional financial cloud system (This isthe “fusion” product) – modifying for public sector

and higher ed

As a charter partner (read beta) it is an opportunity

to influence product functionality and direction Includes integrations to PeopleSoft Campus Solutions

and Human Capital Management

Focus less on the technology and more onautomating and transforming business processes




High Level Plan and StatusPlan and Tasks



High Level Plan and StatusChange Management



The Good

Fully functional modern financial system with social,mobile, built-in analytics

Grant functionality (post award)

Flexible and configurable – we do not see a need to make

our own customizations Oracle development has been responsive – added refund

direct deposit

Lots of attention from Oracle

Opportunity to improve and build consistent businessprocesses




The Ugly

Taking too long to learn to dance at

the same tempo

Too many cooks (sales )from Oracle – no

unified cloud vision

Data Warehouse path is evolving

Learning the product – both from a functional and webservices

Historic data archiving is undetermined




What’s Next for Boise State?


Go-Live Oracle Cloud Financials – Jan 1, 2016

Considering the following:

Summer/Fall 2016 start our Oracle

Cloud HCM transition to the cloud –

starting with Recruiting, On-boarding,

and Learn

Start full Oracle Cloud HCM implementation 2016

Extend Data Warehouse to Oracle Cloud 2016

Wait and see on Cloud Campus Solutions (Student) until it

matures



Questions?

[email protected]

Documents

ERP in the Cloud: Challenges and Opportunities (265222046)