How to implement an ERP and still remain friends Cleveland Metropolitan School District & Navigator Management Partners.

Transcription

1 How to implement an ERP and still remain friends Cleveland Metropolitan School District & Navigator Management Partners February 6, 2018

2 ERP Acronym that will Change a CIO (Career is Over)

3 Introductions Rod Houpe Chief Information Officer Cleveland Metropolitan School District Tim Oberschlake Managing Director Cleveland Office Navigator 3 Exceptional consultants. Sustainable results.

4 4 Exceptional consultants. Sustainable results.

5 Agenda Begin with the End in Mind Manage the Change Active Governance Proactive Project Management Other Lessons Learned 5 Exceptional consultants. Sustainable results.

6 Begin with the End in Mind Begin with the End in Mind Manage the Change Active Governance Proactive Project Management Other Lessons Learned Align on Expectations Define Scope Define Benefits Clear Roadmap Stakeholder Consensus "[Navigator] amasses a great deal of knowledge down to the detail level, but also thinks and plans strategically. [Navigator] always focuses on the best business and organizational outcomes" -- Associate Vice President, Office Human Resources, The Ohio State University 10 6 Exceptional consultants. Sustainable results.

7 Align on Expectations What problems were we trying to solve? Cleveland Metropolitan Schools has committed to transforming the school district by investing in the CMSD central office to: Provide targeted services that are effective and efficient for schools to focus on education and learning Ensure that the district hires and retains the best available talent Efficiently and effectively manage limited resources Provide best practices and continuous improvement to CMSD support services Enhance community perception of CMSD Comply with Federal, State, and Local laws, regulations, policies and guidelines Support school autonomy What was our vision for success? The CMSD Workday program will achieve increased operational effectiveness and efficiencies in business processes enabling focused education and learning with flexibility to support future 21 st century school initiatives Strategic Intents Program Objectives Success Factors 9 Strategic Imperatives 42 Program Objectives 67 Measurable Success Factors 7 Exceptional consultants. Sustainable results.

8 Define Scope Full Suite Workday Implementation (HCM & Finance) with 71 system integrations 8 Exceptional consultants. Sustainable results.

9 Define Benefits Ability to Focus on Teaching and Learning Current, Efficient & Effective Processes Workflow Automation User Friendly Breaking Down Silos to Improve Customer Experience Integrated Systems: HR, Payroll, Finance & Procurement Promotes Collaboration Improves Employee Self Service capabilities Performance-Based Accountability Data based decisions Flexible, user- friendly analytics & reporting Single source of accurate and differentiated data Aligns with The Cleveland Plan Enables Central Office to focus on key support and governance roles Data transparency throughout the district Timely information aids in school autonomy Fully Supported Shift from technology support to academic enablement Cloud solution Systems stay current 9 Exceptional consultants. Sustainable results.

10 Training Training Clear Roadmap Jul - Sept Oct - Dec Jan - Mar Apr - June Jul - Sept Oct - Dec Program Alignment Jan - Mar 2017 Apr - Jun Full Workday HCM Suite (HCM Core, Compensation, Talent, Benefits, Recruiting, Payroll, Time Tracking, and Absence) Go Live Dec 17, 2016 Go Live July 1, 2017 Full Workday Financial Suite (Finance Core, Assets, Cash Management, Cust Accounts, Expenses, Financial Accounts, Grants, Procurement, Projects, Suppliers, and Supplier Accounts) 10 Exceptional consultants. Sustainable results.

11 Stakeholder Consensus I can live with it and support it. 11 Exceptional consultants. Sustainable results.

12 Managing the Change Begin with the End in Mind Manage the Change Active Governance Proactive Project Management Other Lessons Learned Change Realities The Work of Managing Change Impact of Culture Adopt Workday Best Practices Exceptional consultants. Sustainable results.

13 Change Realities OCM Does Focus on managing the people side of change OCM Does Not Eliminate resistance Remove the implementation dip Use a framework for managing the effect of change Leverage research on best practices and lessons learned Minimizes resistance and performance dip 13 Exceptional consultants. Sustainable results.

14 Change Realities Normal and Expected Emotional Rollercoaster of a Major Change Initiative 14 Exceptional consultants. Sustainable results.

15 The Work of Managing Change Change Alignment & Readiness Monitoring Assessed what s changing, how big is it, who is impacted Created change strategy, change plan and communication plan Aligned change plans with overall project management plans Prepared the Change Team Monitored metrics & feedback channels Assessed how stakeholders were impacted throughout the project Change Network Engaged & equipped leaders (at all levels) around a common vision to lead the change Communications Marketed the change, encouraging 2-way dialogue to reduce resistance and barriers to the change Training & Knowledge Transfer Equipped stakeholders with knowledge & skills to perform in their future state 15 Exceptional consultants. Sustainable results.

16 Understanding Your Needs Impact of Culture Culture Eats Strategy for Breakfast -Peter Drucker 16 Exceptional consultants. Sustainable results.

17 Adopt Workday Best Practices Configure Customize Be open to change and resist the following: We ve been doing it this way for 25 years It won t work at our district It needs further investigation It s too much trouble to change Our district is different You can t teach an old dog new tricks I don t like it The regulations say (show me) We re not ready to do something different 17 Exceptional consultants. Sustainable results.

18 Active Governance Begin with the End in Mind Manage the Change Active Governance Proactive Project Management Other Lessons Learned Program Team Structure Active Leadership Engagement Exceptional consultants. Sustainable results.

19 Program Team Structure 19 Exceptional consultants. Sustainable results.

20 Percent of respondents that met or exceeded project objectives Active Leadership Engagement Correlation of sponsor effectiveness to meeting project objectives 90% 80% 73% 85% 70% 60% 50% 40% 30% 36% 40% 20% 10% 0% Sponsor was very ineffective (average score < 2) Sponsor was ineffective (average score between 2 and 3) Sponsor was effective (average score between 3 and 4) Sponsor effective rating average Sponsor was very effective (average score between 4 and 5) Prosci. From Prosci s 2012 Best Practices in Change Management benchmarking report 20 Exceptional consultants. Sustainable results.

21 Proactive Project Management Begin with the End in Mind Manage the Change Active Governance Proactive Project Management Other Lessons Learned Cloud Implementation Impacts Effective use of Project Metrics Comprehensive Testing Organize for Long-Term Success Exceptional consultants. Sustainable results.

22 Cloud Implementation Impacts 22 Exceptional consultants. Sustainable results.

23 Cloud Implementation Impacts Plan Architect Configure & Prototype Test Deploy Review project scope Develop project work plan Define project team roles and responsibilities Define communication plan Initial Prototype (P0) Financial Data Model Project Kick-off Current Business Practice Discovery Conceptual Design Sessions Detailed Business Process Design Solution/Gap Analysis Update Project Charter & Plan Document design decisions Configuration Prototype (P1) Develop Reports & Integrations Communicate Tenant Strategy Develop Testing & Training Strategy Final Configuration Prototype (P2) & Full Data Conversion End to End Testing Prototype 3 (P3) User Acceptance Testing Parallel Testing Smoke Test for each Tenant Training and Roll-Out Gold Tenant Production Data Conversion & Configuration Go-Live Checklist Transition to Production Services Project Close Delivery Assurance Education & Training Customer Success 23 Exceptional consultants. Sustainable results.

24 Effective use of Project Metrics December 2016 CMSD Workday Program Status Report Vision Statement The CMSD Workday program will achieve increased operational effectiveness and efficiencies in business processes enabling focused teaching and learning with flexibility to support future 21 st century school initiatives High Level Plan CMSD Workday Program Program Alignment HCM & Payroll General Ledger Phase 1 Finance & Procurement Control and Monitor Current Phase Workday Milestones System Selection and Program Alignment HCM Payroll Milestones Status Baseline Forecast ESS Training 12/9/ /9/2016 Gold Build 12/9/ /9/2016 HCM Payroll Go-Live 12/17/ /17/2016 Post Production Support 1/27/2017 1/27/2017 Finance Procurement Milestones Status Baseline Forecast Complete / Test all scenarios 11/30/ /23/2016 Unit Test Defect Resolutions (90% Pass Rate) 9/23/2016 1/20/2017 Integration Development & Unit Testing 1/4/2017 1/4/2017 Data Conversions 1/19/2017 1/27/2017 End-to-End Testing Preparation 1/20/2017 1/27/2017 End-to-End Testing 2/16/2017 2/24/2017 Project Start: 7/7/2014 Project End: 9/30/2017 Days Remaining: 273 On Schedule At Risk Legend Phase Start: 11/26/2016 Phase End: 1/12/2017 Days Remaining: 12 Phase Start: 12/10/2016 Phase End: 5/12/2017 Days Remaining: 132 FY2016 FY2017 FY2018 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Late Complete Project Late Steering Committee Program Dashboard Schedule Performance Index (SPI) Cost Performance Index (CPI) SPI (-2 days) Accomplishments Program Ongoing program governance meetings Steering Committee Project team communication meetings Accomplishments HCM Payroll Completed integration testing for benefit integrations Completed deployment planning Began executing go-live communication plan HCM Payroll Go-Live Started Post Production Support Accomplishments Finance Procurement Continued to document and test all functional test scenarios 95% complete Continued Unit Testing defect resolution process 63% complete Completed integration development and testing Risks Legacy Data Workday data quality limited by legacy data quality Union Contracts Ongoing negotiation impacts on Workday configurations Resource availability Key resources are being pulled in multiple directions Scope creep Changes to established scope must be managed Process changes Using updated workday processes in lieu of known practices Testing District test lead/coordinator, testing preparation, and testing execution One Page Summary of Program Status CPI ($363K) Project Early Inefficient Efficient Next Steps HCM Payroll Continue Post Production Support Continue executing go-live communication plan Begin transitioning support to CMSD personnel Next Steps Finance Procurement Complete documentation of all test scenarios Complete the testing of all test scenarios Complete unit testing defect resolution process (90% pass rate) Complete preparation for end-to-end testing Define and link all business processes / test scenarios Document end-to-end test scenarios Define and schedule test cycles Begin end-to-end testing Trend 24 Exceptional consultants. Sustainable results.

25 Comprehensive Testing 25 Exceptional consultants. Sustainable results.

26 Organize for Long Term Success Workday Future Project Management Structure Note specific project roles will vary based upon specific project requirements Program/Project Manager Project Organization group changes into logical implementation projects Project Roadmap project scheduling Project Management Manage project work Testing Coordination Test planning / scheduling Workday Support Roles will have operational and project responsibilities Change Manager Stakeholder Engagement Communications / Building Project Awareness Project training updates User Acceptance Testing Workday Talent Functional Lead Workday Payroll Functional Lead Workday Procurement Functional Lead Workday Finance Functional Lead Reporting Analyst Integration Analyst Security Analyst Certified Workday HCM Consultant Certified consultants used for the following roles Backfill for functional area specialist roles Life line for functional area specialists Certified Workday Payroll Consultant Certified Workday Procurement Consultant Impact Assessments Complex functional configurations (projects) Certified Workday Financial Consultant 26 Exceptional consultants. Sustainable results.

27 Other Lessons Learned Begin with the End in Mind Manage the Change Active Governance Proactive Project Management Other Lessons Learned Functional versus Technical Ownership Understand your Business Processes HCM Payroll Business Processes Finance Procurement Business Processes Test, Test, and then Test again Use/Validate Training Materials during Testing Cross Functional Collaboration Exceptional consultants. Sustainable results.

28 Future State Finance & Procurement Business Processes As of May 3, 2017 Step 1: Financial Controls Step 2: Procure Step 3: Pay Step 4: Settle Step 5: Report The following are Finance setup business processes that provide financial controls for other business processes Financial Data Model Budget Development (E) Budget Structure Config (E) Grant & Award Setup Budget Load Budget Approval Create a Position (HCM) Supplier Setup Supplier Maintenance Project Setup Project Maintenance Customer Contract Customer Setup Board Resolutions (E) The following are employee or vendor facing business processes that capture or update financial business process setups Budget Amendment Supplier Portal Supplier Request Supplier Change Request CMSD Responsible Groups: Budgets & Grants Procurement Cash Management, Accounts Receivable, & Financial Reporting Accounts Payable Office of the CFO The following are Procurement business processes executed by members of the Procurement team Budget Check Issue Purchase Order Close Purchase Order Request for Quote Invitation to Bid (E) Request for Proposal (E) Internal Service Delivery Track Assets The following Procurement Processes are employee facing business processes Requisitions Purchase Order Cancel Purchase Order Edit Purchase Order Change Order Supplier Contract Cancel Supplier Contract Edit Supplier Contract Amend Supplier Contract Receiving Return Internal Service Order Internal Service Delivery Spend Authorization CMSD Responsible Groups: Budgets & Grants Procurement Cash Management, Accounts Receivable, & Financial Reporting Accounts Payable The following are Finance facing pay business processes. Ad Hoc Payments Supplier Invoices Payroll Supplier Payments Garnishment Remittance Matching Pay processes are dependent upon the following employee business processes. Expense Report CMSD Responsible Groups: Budgets & Grants Procurement Cash Management, Accounts Receivable, & Financial Reporting Accounts Payable Items marked with an (E) are business processes completed outside of Workday The following are Finance facing settlement business processes Asset Disposal Customer Invoicing Receive Money Deposits Customer Refund Customer Statement Load Credit Transactions Spend Amortization Bank Reconciliation Investments (E) Self Insurance (E) Debt Management (E) Settlement CMSD Responsible Groups: Budgets & Grants Procurement Cash Management, Accounts Receivable, & Financial Reporting Accounts Payable The following are Finance facing business processes Time & Effort Reporting Grants Record Keeping (E) Journal Entries Period Close Year End Close Financial Reporting Budgets & Grants Procurement Accounts Payable Internal Audit The following can also be employee facing business processes Financial Reporting CMSD Responsible Groups: Budgets & Grants Procurement Cash Management, Accounts Receivable, & Financial Reporting Accounts Payable Internal Audit IT Enterprise Applications will support CMSD functional teams by providing ongoing project management and change management services as well as technical assistance with complex functional configurations, security configuration updates, and complex reporting.

29 Future State HCM & Payroll Business Processes Step 1: Recruiting and Position Control Step 2: Onboarding & Talent Management Step 3: Time and Leave Step 4: Benefits, Performance and Comp Step 5: Payroll Recruiting and Position Control processes are dependent on the following manager facing business processes. Create Job Requisition Edit Job Requisition Transfer Employee Job Change Promote Employee The following are Talent facing recruiting business processes. Evergreen Requisition Freeze Job Requisition Close Job Requisition Create a position Edit a position Job Postings Application Process Assess Candidates Interview Process Create a pre-hire Create Offer Hire a pre-hire Add Additional Job Assign Roles CMSD Responsible Groups: Talent Acquisition Finance Onboarding & Talent Management processes are dependent on the following employee facing business processes. EE Profile Changes Submit EE Resignation Delegate Tasks The following are Talent facing onboarding and talent management business processes. Onboarding Background Checks Licensing EE Contracts Health and Safety Terminate Employee Add Retirement Status CMSD Responsible Groups: Talent Management Labor and Employment Time and leave processes are dependent on the following employee facing business processes. Request LOA Request LOA Return Request Time Off Correct Time Off Balance Visibility Enter Time Approve Time The following are Talent / Payroll facing time and leave business processes. Time Off Plans Carryover Balances Accrual Calculations Termination Payout TT Eligibility Rules Work Schedules Holiday Calendars Assign Pay Groups CMSD Responsible Groups: Labor and Employment Payroll Benefits, Performance, and Compensation are dependent on the following employee facing business processes. Open Enrollment Process Life Event Enroll Dependent Beneficiary Add, Edit, or Update Create Goals Get Feedback Request Comp Change Request One Time Pay The following are Talent facing benefits, performance, and compensation business processes. Terminate Benefits COBRA Retirement Savings Updates Launch Performance Review Add Reviewer Calibration Rating Defaulting Print Schedule Update Union Dues Salary Plans Job Profile Edits CMSD Responsible Groups: Talent Operations Talent Impact The following Payroll processes generate results that are employee facing Print Checks Print Payslips The following are Payroll facing business processes. Earning Codes Enter Employee Data Payroll Deductions Garnishments Review Payroll Results 10 Month Employees Pay Calendars Run Pay Calculation Off-cycle Events Retro Payments Create Settlement for Pay Groups Settlement Runs Review Check Register Review Direct Deposit Register Review ACH File Complete Payroll CMSD Responsible Groups: Payroll 29

30 Q&A Roderick Houpe (216) Tim Oberschlake (234) Exceptional consultants. Sustainable results.