Washington State Board for Community & Technical
Colleges (SBCTC)
ERP Overview
Prepared for: WACTC Academy
April 29, 2011
GARTNER CONSULTING
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Agenda
■ What will an ERP provide?
■ What won’t it do?
■ What are the benefits we can expect?
■ What can colleges expect?
■ What is the role of the President?
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What will an ERP provide?
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2
What will an ERP Provide?
Drivers
•
•
•
•
•
Student-centric service model
WCTC-wide Collaboration
Process Streamlining
Compliance and Security Concerns
Competitive Advantage
ERP Delivers
•
•
•
•
Enhanced Student Service
Consistent View of Key Data: “Single View of the Truth”
Embedded ‘best practice’ business processes
Foundational application architecture and upgrade path for future
releases
Challenges
• Compete View of ALL Enterprise/Organizational Data
• WCTC-wide Implementation and Execution of Common Processes
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3
What will an ERP provide?
• General Ledger (GL)
• Accounts Payable (AP)
• Accounts Receivable (AR)
• Asset & Inventory
• Treasury (Cash Management)
• Budget Devt & Position Control
• Research & Project Accounting
• Student & Academic Records
• Recruiting & Admissions
• Scheduling & Registration
• Academic Affairs
• Student Services
• Financial Aid
• Student Financials
Student
Finance
HR/Payroll
Enterprise
Mgmt
• Reporting & Analytics
• Management Dashboard
• Health & Safety Compliance
• Document Management
• Portal
• Workflow
• Recruiting
• Workforce Management
• Payroll
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4
The World as we have known it
“As Is”
Systems targeting discrete
business functions
Systems targeting common
(simple) processes
“To Be”
Cross functional processes(internal & external)
End-to-end process support
All content types
Embedded Analytics
Modular but integrated
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5
The World as we have known it
Successful ERP projects treat ERP as an enabler of business transformation; it is a
business led business transformation project, not an IT implementation project.
First-Order Magnitude
+
Tasks Affected
Culture
Technology
Structure
Technology
People
Tasks
Second-Order Magnitude
People Affected
Culture
Technology
“To Be”
Structure
Technology
Tasks
People
Source: O’Hara, Watson & Kavan
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Third-Order Magnitude
+
Structure/Culture Affected
Culture
Structure
People
Technology
Technology
Tasks
What will it not do?
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What will it not do?
• General Ledger (GL)
• Accounts Payable (AP)
• Accounts Receivable (AR)
• Asset & Inventory
• Treasury (Cash Management)
• Budget Devt & Position Control
• Research & Project Accounting
• Student & Academic Records
• Recruiting & Admissions
• Scheduling & Registration
• Academic Af f airs
• Student Services
• Financial Aid
• Student Financials
Student
Finance
HR/Payroll
Enterprise
Mgmt
• Reporting & Analytics
• Management Dashboard
• Health & Saf ety Compliance
• Document Management
• Portal
• Workf low
• Recruiting
• Workf orce Management
• Payroll
Not included:
Research
Data Analysis
Software
Development
Tools
Investigator
Grants
Admin
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Instruction
Content Dev’t
Distributed
Learning
Academic
Support
Instructional
Management
Library
Library Info
Systems
Content
Databases
Virtual Libraries
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Auxiliary
Point-of-Sale
Related
inventory
Smart card
E-commerce
What are the benefits we can expect?
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What benefits we can expect?
■
Improved level of service to students
■
Enhanced tools for faculty and staff at colleges and board level
■
Common, simplified processes
■
Consistency and integrity of data
■
Availability of Information and enhanced reporting capabilities
■
Foundation for future growth and evolution
■
Integration with other applications
■
Measurement of activity and project performance
■
Attraction and retention of employees
■
Lower application maintenance costs
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What can colleges expect?
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What can colleges expect?
New Systems
New Processes
New Responsibilities
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•
•
•
•
Different screens
Different terminology
Different data to enter
Different reports
• Different info coming from different places
• Different approval paths
• Reduced steps in a process
• Potential for delegated authorities
• Automated approvals
• Different people entering data
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What can colleges expect ?
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What can colleges expect?
■ A communication and coordination structure will be developed (similar to Lift and Shift)
to ensure colleges have a direct communication link to the project. A recommended
structure will be included in the project charter.
■ Varying degree of involvement of staff during the implementation depending on the
desired level of commitment to the design and implementation of the solution
■ Requirement to initiate and manage change to the business processes, roles and
responsibilities, and, potentially organizational model
■ Requirement to backfill positions where staff have been appointed to the
implementation team
■ Staff’s participation in testing and training effort
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A Focus on the Readiness Assessment Will Ensure SBCTC Is Prepared For The
People Side Of An ERP Initiative
Project Preparation Checklist
■ Commit to common vision and business case
■ Supplement team weaknesses with external
hires or services
■ Define and implement project governance
structure
Typical breakdown of investment for
similarly scoped ERP Projects
5-10%
■ Create Change Management Program
20-25%
10-25%
■ Determine and execute resource backfill strategy
65-75%
65-75%
■ Secure/build out team facilities
■ Initiate data cleansing analysis
■ Develop Enterprise Architecture Strategy
Software
People
■ Refine project budget
■ Finalize solution implementation strategy and
project plan
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Hardware
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ERP Systems Overview (Examples)
Implementation Approach Is Driven by Scope of Change
Implementing new “best”
Removing non value-added activities
practices
from processes
e.g., activity-based analysis,
procurement cards, workflow
e.g., move from three-way matching
to payment on receipt
Restructuring where processes
Standardizing nomenclature /
data across the enterprise
get done
e.g., common chart of accounts
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e.g., shared services
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Description of Participants
Functional Experts
College
Representatives
Admissions / Enrollment
Registrar
Functional
Bursar
Curriculum
Academic Advising
Faculty
Faculty
Academic Advising
Financial Aid
Process
Process Integration
Organizational Change Mgmt
Organization Change Mgmt
Training
Reporting / Information Access
Technical Experts
Project Sponsors
Architecture
Business Sponsor
Development
IT Sponsor
Data Migration & Integration
College Presidents
Security
Steering Committee Members
IT Operations
Trustees
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17
What is the role of College Presidents?
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18
What is the role of the President?
Executive champions within the respective colleges
Facilitate communications throughout the college to trustees, students, faculty and staff
Support decision-making with respect to implementation approach, best practice
adoption, training, etc.
Collaborate with other colleges to achieve common processes, implement best
practices and enable “board-wide” reporting and analysis
Appoint delegates to project steering committees, and implementation teams where
appropriate
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