CarolinaRed Collaboration Meeting

Transcription

1 CarolinaRed Collaboration Meeting November 18, 2009

2 Today s Agenda Introductions Collaboration Concept Scope of Collaboration Joint Timeline Implementation Status Proposed Collaboration Structure Chartered Teams Discussion and Next Steps

3 Collaboration Vision Jointly develop, implement, maintain, upgrade and operate their ERP systems Limited to the HR and Financial systems. Share hardware, software, resources, business operations and external contracts Both institutions to commit equal resources for base efforts Initiatives that are unique will be funded independently by that university (e.g. Student, production hardware, PeopleSoft licenses). Implementation versus upgrade efforts supported by Carolina

4 Benefits to Collaboration HR & Finance mostly same follow state rules Interfaces, state reporting, personnel rules, etc Reduced duplication of resources Shared development hardware (not production) Shared technical resources (development, integration, mgmt) Improved buying power Larger combined faculty, staff and students better discounts Reduction of management requirements Combined staffing into single management structure Improve disaster recovery and business continuity for HR & FIN for both campuses

5 Collaboration Opportunities Summary UNIFIED BUSINESS PROCESSES UNIFIED INTEGRATED TECHNOLOGIES (Imaging, eprocure, etc.) UNIFIED DEVELOPMENT EFFORTS UNIFIED CODE CHANGE SCHEDULES (upgrades, reg changes. fixes, migrations) UNIFIED SYSTEM ADMINISTRATION UNIFIED INFRASTRUCTURE STRENGTHS/ OPPORTUNITIES Leverages best business processes of both campuses; greater efficiencies in regression testing, training development; unpopular but desired changes can be implemented without insurmountable political resistance Greater efficiencies gained in integration efforts; improved bargaining position in vendor negotiations WEAKNESSES/ THREATS Central office staffs must agree upon common business processes, define joint governance structures/procedures, work closely together Central office and IT staffs must agree upon common integrated technologies Leverages best technical processes of both campuses; IT staffs must agree upon common technical greater efficiencies gained in development efforts processes, define joint governance structures/procedures, work closely together; greater degree of unified code can increase degree of redevelopment Leverages best technical processes of both campuses; Central office and IT staffs must agree upon common greater efficiencies in change management & change code change schedules implementation Leverages best technical processes of both campuses; IT staffs must agree upon common sys admin greater efficiencies gained in sys admin efforts standards, procedures, etc. & work very closely together Greater efficiencies gained in hardware deployment; facilitates more efficient DR across campuses; provides some relief for data center capacity issues at NC State IT staffs must agree upon common infrastructure, procedures, DR processes, etc. & work very closely together; performance issues for one campus can affect the other; Central office and IT staffs must agree upon common infrastructure maintenance and heavy processing schedules Grey means in progress as joint effort lead by CIO s

6 Where We Are Today Implemented Financials 8.9 Accounts Payable, Accounts Receivable, Billing, eprocurement, General Ledger, Purchasing (PO) HR 8.9 Base Benefits, Campus Community, Commitment Accounting, Enterprise Learning, HR, Payroll, Time & Labor Campus Solutions (Student) Admissions, Campus Community, Records, Student Financials Enterprise Portal 8.9 (PeopleSoft), Payment Gateway (NelNet), Imaging (Documentum), Identity Management (Sun) In Progress Advising Implementation Oct 2010 Mainframe decommissioning Dec 2010 Planning Portal 9.1 Upgrade Oct 2010 Financial Aid 8.9 Implementation Jan 2011 Campus Solutions (Student) 9.0 Upgrade Oct 2012 Constituent Hub Oct 2012 Financials 9.1 Upgrade Oct 2012 Asset Mgmt 9.1 Implementation Jan 2013 HR 9.1 Upgrade Jan 2013

7 Where We Are Today Implemented: Campus Community and Admissions Enterprise Portal (Sun), Payment Gateway (TouchNet), Imaging (ImageNow) In progress Implementation for Campus Solutions suite is in progress Roll-out expected to be completed in October 2010 Student Records (Mar 2010), Financial Aid (Mar 2010), Student Financials (June 2010), Advisement (Oct 2010) Planning HR and Finance stakeholder groups actively pre-planning Recruiting HR/Finance implementation team RFI awarded to procure contract resources Timing pending to complete a PeopleSoft application discovery session (fit/gap lite)

8 Combined Timelines Oct 09 Jan 10 Jul 10 Jan 11 July 12 Jan 13 Oct Oct UNC UNC UNC NCSU UNC NCSU NCSU NCSU Joint NCSU Joint Joint NCSU Records 9.0 Impl. Fin Aid 9.0 Implementation Student Fin 9.0 Implementation Advising 8.9 Implementation Advising 9.0 Implementation. Portal 8.9 to 9.1 Upgrade/Tools 8.5 Upgrade Fin Aid 8.9 Implementation NCSU Mainframe Decommissioned UNC Financials 9.1 Implementation, NCSU Upgrade to 9.1/Tools 8.5 (Oct 12) Campus Solutions (Student) 8.9 to 9.0 Upgrade/Tools 8.5 Upgrade Constituent Hub Implementation UNC HR 9.1 Implementation & NCSU Upgrade to HR 9.1/Tools 8.5 Asset Mgmt 9.1 Implementation Student Human Resources Constituent Hub Financials Portal Other

9 Joint Enterprise Services Structure

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11 Draft Proposed Governance Structure

12 Task Committees doing Fit Gap Lite Established four task committees Technical Infrastructure Servers Admin, DBA, production ops, etc Chart of Accounts Develop a common chart of accounts Human Resources Do high level fit gap on HR processes and vanilla PeopleSoft v9 Financial Systems Do high level fit gap on FIN processes and vanilla PeopleSoft v9 Proposal for epro rapid implementation at UNC review

13 Financial Operations Structure Base funding equal for both UNC & State State contributing mostly staff resources UNC will hire needed staff & fund equipment Personnel will be distributed into key roles so each university has expertise on its payroll Hardware will be distributed across both UNC & State data centers based on best technical decision MOU on fair distribution if dissolution Personnel will shift location based on project needs Alternate days at each campus, weeks on one project, etc Video and web conferencing to reduce travel MOU will be created to formalize our mutual responsibilities and expectations

14 Example of Expenditure Distribution Employee Employer (NCSU or UNC CH) Salary Percentage JES Percentage NCSU Percentage UNC CH NCSU Dollar Amount JES UNC CH Dollar Amount JES Sandra Doe NCSU 60,685 80% 20% 48,548 Sam Smith NCSU 106,000 70% 20% 10% 74,200 Mitchell Wolf NCSU 89,000 50% 50% 44,500 Jane Davis UNC CH 74, % 74,269 Amy Ram UNC CH 67,430 60% 40% 40,458 Tom RIght consultant 106,000 80% 20% 106,000 Hardware UNC CH 110, % 110,970 Ron Wright NCSU 86, % 86,008 Tom Hill NCSU 87, % 87,428 Craig Boyd NCSU 105, % 105,422 TOTALS 893, , ,697

15 Summary We have a unique opportunity to create a shared enterprise resource that will improve services and save money for both Universities The benefits and enhancements to IT services for HR & Finance are more than we can do alone It will require both Universities to change their operations and jointly develop and implement best practices This collaboration will help address UNC Tomorrow, Bain Report and IT best practices

16 "Our Age of Anxiety is, in great part, the result of trying to do today's jobs with yesterday's tools." ~Marshall McLuhan~