Madison College Workday Implementation Update

Transcription

1 Madison College Workday Implementation Update (1) History & Overview of Project Phases (2) Human Capital Management Implementation (3) Finance Go-Live Plan (4) Project Costs Mirwais Qader August 12, 2015

2 History July 2012 RFP for new Enterprise Resource Planning (ERP) System Awarded January 2014 Project Update to District Board Revised implementation dates to: January 2015 Human Capital Management July 2015 Finance August 2015 Project Update to District Board Human Capital Management Went Live July 2015 Finance Will Go Live October 2015

3 Project Phases Human Capital Management (HCM) & Finance Workday project involves 3 key phases/set of activities: I. Implementation (Development & Configuration) II. Immediate Post-Implementation (a) Adjustments (b) Reporting & Additional Training (c) Decommissioning PeopleSoft Finance & HR III. On-Going Operational Maintenance (going forward) (a) Upgrades (b) Small, incremental improvements/enhancements 3

4 Organizations Visual organization charts, ability to easily locate staff and staff relationships (supervisors, etc.) 4 Core HCM Functionality Job/Worker Information experience, education, resume, etc. can all be tracked. Positions multiple notifications during the process of creating/filling a position. Benefits essentially went from mainly manual activities to automated. Better positioned to determine eligibility, administer interaction with vendors, set up and validate open enrollment (starting next year), etc. Absence/Time Off time off requests and balance tracking go from manual to automated and self-service. Payroll standard process of creating and settling payrolls with the banks, including automation of aspects that were previously manual. Employee Self-Service/Manager Self-Service allows employees to update data (name/address, etc.) rather than call the functional department (HR, etc.) went from manual to automated, allowing for more timely and accurate information and reducing burden on staff.

5 1. Ongoing HR operational resource constraints during project limited ability of staff to effectively test all cases. 5 HCM Implementation Issues 2. Competing priorities for the same, small team members, which included non-workday, operational activities e.g., 1. PSRP classification study implementation 2. Payroll adjustments to close out the yearly books 3. Time off balances & carryovers from FY14 to FY15 4. Processing of open enrollment period to change health insurance 3. Staffing vacancies: more impactful (3) across HR; less impactful across Finance and IT 4. Well defined and accepted Change Management discipline and process

6 Financial Accounting/General Ledger chart of accounts setup, journal processing, allocations, financial reporting and additional metrics 6 Core Finance Functionality Procurement/Suppliers punch out to vendors (e.g., Staples, etc.), requisition, purchase order (PO) processing, change orders better approval/control of spending Banking & Settlement ad hoc payments, bank reconciliation, settlements Business Assets physical tracking of assets and asset depreciation Grants level of effort certification, post-award activities Projects/Customer Accounts manage work, cost, and log time against projects; customer contracts and revenue recognition Expenses expense reimbursement and reporting Security configurable security by role in organization

7 Issues Faced Requiring Change in Date Parallel efforts: 1. (throughout; every 2 weeks) Conducting on-going HR/Payroll functional support, 2. (periodically) CAC/Shared Governance issue data assessment/support, 3. (Jan, 2015) HCM go-live push delayed start of Finance implementation by ~3 months, 4. (March-May, 2015) Workday Release 24 (upgrade) went live, 5. (May-June, 2015) Testing of HR + Finance systems together, Core Project work! 6. (June, 2015) End of year HR processing, dual enrollment for changing benefits, 7. (June, 2015) Audit compliance, HCM adjustments/improvement projects, 8. (July, 2015) PSRP classification study implementation, 9. (January October, 2015) Finance implementation project, Core Project work! 10. (September November, 2015) Workday Release 25 (upgrade) go-live, 11. October 5, 2015 Finance Go-Live! 7

8 Finance Module Timeline Implementation by: 10/5/15! On-track for October delivery! (Assuming availability of planned resources.) 8 Unknown risk impact not clearly known!

9 Project Costs FYS13-16: Project Budget: $14.0 Million January 2014 Spent: $13.3 Million Through July 2015 Summary: The final project implementation costs are likely to be about $700,000 more than projected in January 2014 (or $14.7 Million) due to Human Capital Management (HCM) adjustments and an extension in implementation date for Finance. 9

10 Annual Costs Annual Operating Costs Post Implementation Licensing ~$462,000 per year Staff 7.7 FTE positions (HR, Finance, IT) This represents portions of currently existing positions.

11 Future Events 10/05/15: Finance Go-Live Adjustments of any unforeseen issues/bugs in Finance and additional need for training Expansion and enhancement of reporting needs as a result of increased use of the system Begin PeopleSoft data archiving into the Data Warehouse for historical reference Begin PeopleSoft HR and Finance Module decommissioning 11

12 THANK YOU! Questions? 12