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From Evaluation to ImplementationFrom Evaluation to Implementation
Four PathsFour Paths
• Strathmore UniversityStrathmore University Vincent NdolokaVincent Ndoloka
• University of California Santa BarbaraUniversity of California Santa Barbara Doug DruryDoug Drury
• Colorado State UniversityColorado State UniversityTroy FluhartyTroy Fluharty
• San Jaoquin Delta CollegeSan Jaoquin Delta College Lee BelarminoLee Belarmino
Strathmore University
Vincent Ndoloka
SU Implementation Approach..
• Management involvement and support
• User and user management involvement– Functional and technical staff dedicated to
KFS project fulltime– Involvement of all users in the process– Functional staff should be the ones to make
compromises on system gaps
• Strong functional and technical team spirit
• Project management and coordination– Training – both functional, technical– A strong project team– Documentation of processes
• Technical assistance
• Minimal systems customization
SU Implementation Approach..
SU KFS Project-next steps
• Implement new modules as they become available• Immediate to go live in March 2008:
– Purchases– Accounts payable– Contracts and grants
• Later: KFS Release 3– Capital Asset Management System– Accounts Receivable
• Also– Extend use of KEW beyond financials to make Strathmore
University “paperless”
University of CaliforniaSanta Barbara
Doug Drury
Kuali – From Evaluation to Implementation
• University of California Santa Barbara Approach– Methodical approach based on evaluation of major
functional areas – goal is to minimize investment risk while making forward progress
– Each major functional area to be assessed relative to existing business processes and data elements
– Gaps in process or data to be identified and assessed for risk
– Approaches to mitigating gaps to be identified where possible
– System level assessment to be done based on total set of identified gaps and risks
• UCSB Approach (cont’d)– We know what we currently do – we don’t know how
that translates into Kuali– We need someone to do the translation for us– We want support on a task by task (functional area by
functional area) basis because we don’t have budget allocated for the entire project
– We want a deliverable product (a fit-gap document) for each task that allows us to build upon knowledge/understanding gained as result of preceding tasks
Kuali – From Evaluation to Implementation
• UCSB Current Status– Started evaluation process with COA– We documented our existing processes (both
automated and manual)– We documented to data associated with our processes
(both digital and non-digital)– We enlisted the aid of a qualified consultant (rSmart) to
map UCSB COA processes and data to defined Kuali COA processes and data
– The result of this exercise indicates that UCSB processes and data can map successfully with a few gaps. The gaps can be mitigated.
Kuali – From Evaluation to Implementation
• UCSB Current Status (cont’d)– Currently presenting the results of COA analysis to UCSB
and UC communities– Currently determining which functional area to assess
next– No loss of investment even if we can’t do Kuali
• Documentation of UCSB processes/data extremely valuable regardless of direction
• Exercise has identified targets of process improvement regardless of direction
– Conclusion: In an environment where high level consensus must be achieved, this approach is a good way to build consensus while minimizing investment risk
Kuali – From Evaluation to Implementation
Colorado State University
Troy Fluharty
Colorado State’s Approach
• 11/05 Our first Kuali Days– We went to see why we shouldn’t use Kuali– We left knowing Kuali was what we wanted to do
• 1/06 – 6/06 Prepared dual Financial Mgmt/Research Mgmt RFP– Heavy campus involvement– 6/30/06 Target release
• 7/06 The landscape changes– VP Finance & Admin resigns– Board of Governors wants to consider a whole “CSU
System” solution– Subsequent study by BOG takes several months– Subsequent decision by BOG is CSU does not
implement one system– BOG directive to implement new system 24-28
months– We keep attending Kuali Days to keep current
Colorado State’s Approach
• 1/07 After 11/06 Kuali Days we decide to try the new rSmart Kualifier– Appliance installed– On campus meetings with stakeholders– Opened up appliance to all campus users– Provided simple scenarios to users– Short training sessions on how to use
• eDocLite development• Batch feed instructions• Kualifier Report
Colorado State’s Approach
• Campus support– Ability of campus to try system generated
overwhelming approval– Campus decides that Kuali is direction we need to go
without opening an official RFP
• Ability to demo solutions to existing problem processes in eDocLite
Colorado State’s Approach
• 6/07 FMS/RMS committee approval of Kuali
• 8/07 Administration gives Kuali go-ahead
• 10/07 State Controller gives Kuali approval
Colorado State’s Approach
CSU’s Next Steps
• FRS to Kuali conversion– Mapping of elements between databases– Deliver a program to convert and load data– Documentation of the process
• Upgrade of appliance– Relocate the Kuali database to our enterprise Oracle
server
CSU Lessons Learned so far
• Campus involvement is key– Allow them to try out the system– Involve key campus business officers to obtain buy-in
to the process– Reporting subcommittee
• Unique ability of Kuali to provide a working system before purchase is invaluable
• eDocLite is a top selling point
Lee Belarmino
Delta College Systems
Sakai LMSInternet Classes
Kuali Workflow
MUNIS HR and System 2000
Payroll
Kuali Student Kuali Financials
uPortal Student and Staff
Kuali Workflow from Evaluation to Implementation
• Implementing MUNIS Human Resource System• Home grown Payroll System 2000 • Front-end very labor intensive• Non Satisfactory Kronos Time and Attendance • Reviewed Options
– Spend more money on making Kronos work– Implement “dumb” electronic forms – Adobe– Implement Smart Forms
• Adobe• Informed
– Implement Kuali Workflow for Time and Attendance
Kuali Workflow Implementation
• Feasibility Analysis – rSmart– Includes scope and budget estimates
• Requirements Analysis – rSmart– Capture of system detail and design
• Development – rSmart– Development of Time and Attendance Forms and
Workflow• Implementation of Time and Attendance Work Flow
– Pilot 01/08 – 03/08– Live 04/08
My Time at Delta Kuali Workflow
My Time at Delta Kuali Workflow
Delta College/rSmart PartnershipProject Organization Leadership Analysis Development Implement Training Other
Kuali Financial √ √ √ √ √ √
Kuali Student √ √ √ √ √
uPortal (Unicom) √ √ √ √ √ √
Human Resource √
Kuali Workflow √ √ √ √ √
Payroll √ √ √ √
Sakai (etudes NG) √ √ √ √
√ = rSmart Assistance
From Evaluation to ImplementationFrom Evaluation to Implementation
Four PathsFour Paths