McMaster University
Mosaic
Our People. Our Project.
Summary of Change Impacts
Finance & Research Finance
Reviewed by AVP (Admin) & CFO – Sept. 18/13
Circulation to FFAC by End of September – for discussion in Octobers FFAC
September 2013
June 2013 Survey Results on
Mosaic Awareness
• We’re less than 10 weeks until Go-Live!
• Average awareness of 2.5
• 73% of respondents are slightly aware or better
• Why is awareness this low:
• Is this reasonable?
• What can “we” do to change this?
Table of contents
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Provide the Mosaic Change Strategy & Engagement Curve
Introduction and objective – for change impact sharing
Definition and purpose of a change impact assessment
Approach to gather and review change impacts
List of people who reviewed the change impact summary document
Review of impacted work streams in Finance and Research Finance
Detailed summary of high impact changes in Finance
Anticipated role changes in Financial Affairs and Decentralized areas
Next steps
• Supplementary Appendix Information
– Detailed approach to gather change impacts
– Documentation approach
– Primary change impact categories
– Degrees of change used for each impact
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Mosaic Change Strategy
Key Points:
• An effective OCM strategy is essential to enable the people to embrace and fully realize
the benefits of the new system.
• Results of any change effort cannot be achieved without the willing support and work of
those impacted by the change itself.
• The more that change plans are fully integrated, the greater the likelihood of a successful
implementation.
Critical Success Factors:
• Employees demonstrate an understanding of why the change is happening, they engage
in the solution and stay the course to the next milestone.
• Communications build awareness of change efforts and are segmented and customized
for different audiences.
• Training vehicles are used to ensure that individuals are well supported and able to
perform job tasks post implementation.
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Financial Advisory Leaders Success Strategies

Successful Leadership Behaviours
Leaders demonstrate unified sponsorship: sustained beyond formal agreement

Establish and communicate the business context and rationale

Participate in shared goal setting – together we “own” the new system

Promote genuine openness, identify concerns fairly

Make difficult resource decisions together to see the project through

Develop “our” people – giving opportunities within

Develop sponsorship throughout and across all areas of the University

Be flexible when it’s critical to the success of our people and/or our project

Understand the change impacts and create a climate for change

Support and encourage recognition

Encourage teamwork, cooperation and integrative thinking

Stimulate critical thinking in others
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Mosaic Change Strategy
Change management (based on Change Leadership, John Kotter’s, 8 step change model):
1. Increase Urgency: Align stakeholders to a common goal of supporting the organization's transformation
journey. Done - Financial Forum 2011.
2. Build the Guiding Team: A high performing project team to foster effective teamwork and decision-making
Mosaic Steering Committee
3. Get the Right Vision: Engage stakeholders in building a consensus future-state vision to meet requirements
and support organizational strategy.
4. Communicate for Buy-In: Help employees understand the transformation and what it means for them.
Facilitated through advisory committees.
5. Empower Action: Training people on what they need to know, when they need to know it and support them
to hone the new skills.
6. Create Short-term Wins: Celebrate project milestones along the way. Identify quick wins after Go-Live
which will reinforce success.
7. Don’t Let Up: Ensure continual communications and involvement of leaders at all levels pre and post GoLive to demonstrate commitment.
8. Make it Stick: Identify organizational incentives/mechanisms to reinforce changes in behaviour (e.g.,
performance measures/KPIs, etc.). Continue to support employees, both end-users and project team
members, following implementation with knowledge/training support, reinforcing messaging and leadership
support.
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Mosaic Engagement Curve
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Introduction and objective
The purpose of this document is to:
• Present a summary of the changes identified during the high-level impacts sessions
• Discuss possible changes to roles / addition of tasks in:
– Financial Affairs
– Decentralized departments across campus
• Present possible change management, communications and training activities to
proactively plan for the high-impact changes identified
Note: This document is not intended to provide a thorough analysis of
stakeholder issues but reflects those key ‘high impact’ areas that will be
of importance to end-users in departments and/or offices across campus
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Mosaic Changes for Finance
December Go-Live:
• The finance community will see a replacement of several outdated systems
currently in use as well as an introduction to new modules and functionality that
are currently not available (e.g., AR module).
• Primary Change: the main accounting system, FAS, will be replaced by a
cohesive PeopleSoft suite that will provide integrated modules; G/L, A/P,
purchasing, A/R, project costing as well as a new budgeting tool, Hyperion.
• Further change: affects affiliates, ancillaries and users with unique processes
who need integrate their systems that will remain after the go-live phase.
• New Features: Such as, canned reports, drill down capability through to the
sub-ledgers and budget modelling, will be exciting management tools but might
initially seem overwhelming to end-users unaccustomed to real time reporting.
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Definition and purpose of a change
impact assessment
What is a Change Impact Assessment?
• A summary of the expected changes that may result from the implementation of
PeopleSoft and how those changes will affect faculty, staff, and/or students
• Identifies change impact areas that should be addressed in order for the project to move
forward effectively
• Identifies high-level impacts and degree of change by functional area to allow the
functional areas, along with additional support from the OCM team to plan and target
critical areas
Why conduct a Change Impact Assessment?
• Identify changes to work activities, processes and jobs
• Enable targeted communications by population group (e.g., faculty, staff, students)
• Identify special training requirements needed to prepare end-users for the change
• Help leaders guide people through the change, by understanding where the major
changes will take place
• Begin a meaningful discussion with faculty, staff and students around the impacts
of the change – a discussion that will continue past the initial go-live for Finance
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The approach to gather change impacts
for Finance and Research Finance
• The impacts outlined on the following pages were identified, reviewed and validated by
Finance and Research Finance project team members, Functional Leads and Functional
Chairs – further insight from Advisory Committee members will round-out this document.
The process to gather, review and validate change impacts…
Interviews
Assess current state and
to-be processes
Review and validate
changed identified
Identify leader & support
OCM tactics for high
impact changes

• Interviewed Functional
Leads and project team
members to understand
high level impacts
• Documented the high
level impacts on the
Mosaic Change Impacts
Tracker
• Conducted detailed
reviews of current state
and to-be process maps
(Industry Print) to
understand changes to
specific Finance and
Research Finance
processes
• Reviewed design
executive summaries
prepared for and
approved by Functional
Chairs
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• Reviewed and validated
detailed change impacts
with project team
members and Functional
Leads
• Please see the next slide
for detailed list of
reviewers from the
Finance project team
10
• Identified leader *
supporting OCM tactics
for high-impact changes
• Solicit broader
stakeholder input from the
advisory teams.
• Present findings to
Functional Leads and
project team members
Project team members reviewed and
validated the information in this summary
• The summary of change impacts was reviewed by the Finance project team:
– Functional Chair
• Dee Henne
– Functional Leads
• Lou Mitton, Jerry Strader
– Project Team
• Accounts Payable, Procurement and T&E
– Terri Wetton, Josh Chapman, Shakir Shaikh
• A/R Billing
– Debbie Weisensee, Nicholas Pegg
• General Ledger and Commitment Control
– Stacey Farkas, Carlos Evans
• Project Costing
– Kathleen Blackwood, Dan Goodstadt
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Review of impacted work streams in
Finance and Research Finance
• The December 2013 go-live will see the implementation of Finance and Research Finance
(Post-Award) modules
– Finance will see the implementation of 6 modules
– Research Finance will see the implementation of 1 module but will be heavy users of
PeopleSoft Financials
GO LIVE: December 1, 2013
Finance
Research Finance (Post-Award)
General
Ledger and
Commitment
Control
Accounts
Payable
Procurement
Accounts
Receivable /
Billing
Project
Costing
Travel and
Expenses
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Grants Awards
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Summary of high impact changes in
Finance
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Accounts Payable: detailed summary of
high impact changes
• The following tables describe the high-impact changes and the suggested OCM activities
to address each change identified
Process
Change Impacts
(Technology, Process, People)
Functional Lead & OCM Response
Voucher
Entry (PO
and nonPO)
Technology
• Oracle Cheque Requisition will be
eliminated
Communication
• The Voucher Entry roles will need to be
communicated as a replacement to roles
doing Oracle Cheque Requisition.
Process
• Vouchers will be entered by Accounts
Payable (PO) and identified users in
departments (non-PO) across campus.
• Supporting invoices will be scanned to
attach to the voucher. This may be viewed
as a workload increase, but it eliminates
copying, printing and mailing paperwork
for hand-signatures.
• For Non-PO vouchers the replenishment
of petty cash will be a new process
People
• New Voucher Entry roles have been
created for this process
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• Unions will need to be notified of the new
requirement to scan and attach receipts to
the voucher (instead of traditional copying,
printing, manual attaching, and signature
routing)
Training
• The Voucher Entry role requires training to
include training on scanning and attaching
invoices/receipts
Accounts Payable: detailed summary of
high impact changes (continued)
Process
Change Impacts
(Technology, Process, People)
Functional Lead & OCM Response
Withholdin
g (T4A and
T4A-NR)
Process
• Departments will be required to fill out the ‘supplier
request’ form (new) and send it to Strategic
Procurement for processing
• System workflow may decrease work load for
departments and Strategic Procurement
Communications
• Department managers / supervisors will
need to be made aware of the role for
T4A/T4A-NR processing
• Changes to the current ICQ process will
need to be communicated
People
• The issue of a T4A or T4A-NR will depend on
whether or not the supplier is a resident or nonresident.
– Resident: departments will go through the ICQ
process to determine if it’s an independent
contractor or existing employee relationship. If
the supplier is new to McMaster, the supplier will
be set up as a new vendor in PeopleSoft , at
which point the T4A will be done
Training
• Training will need to include information
on T4A and T4A-NR, including the
process for setting-up suppliers in
PeopleSoft
– Non Resident: departments will process
visitors (or non-residents) through the T4A-NR
process
• The process to check will be a joint responsibility
between Accounts Payable, Strategic Procurement
and departments (like today); Consultation with HR
will also be part of the process
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Job Design
• Department managers / supervisors will
need to ensure that the T4A or T4A-NR
assessment is manageable post training
Performance Support
• Departments may benefit from a job aid
that explains the difference between a
T4A and T4A-NR along with the
associated processes
Accounts Receivable / Billing: detailed
summary of high impact changes
Process
Change Impacts
(Technology, Process, People)
Function Lead & OCM Response
Create
Manual
Bills and
Process
Bills
Technology
• Current State: Many disparate systems (e.g., shadow systems &
access databases) exist for managing payments & receivables
• Future State: areas will migrate to the A/R Billing module (e.g.,
Nuclear Reactor, Conference Services, etc.)
Communication
• Given the differences in the degree of
change impact the A/R Billing system
presents different adopters (e.g.,
Nuclear Reactor, Conference Services,
etc.), Communication will be required to
summarize changes affecting each
group.
Process
• End-users will enter billing information directly into PeopleSoft A/R
to manage payments and receivables
People
• PeopleSoft language with respect to billing &receivables will be
new to many individuals across campus
• Segregation of duties will need to be required
Process
Unbilled
Receipts
Technology
• The people who currently use MVS OnLine Cashiering will use
PeopleSoft A/R Billing to process unbilled receipts
Process
• Those not using PS non-student billing in December , but who
currently use online cashiering ,will switch to depositing unbilled
receipts in PeopleSoft (e.g., processing e-Select payments through
Moneris)
People
• Departments & offices across the University collecting payments
will be impacted by this process & technology change
16
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Training
• Training will include a terminology sheet
for individuals responsible for creating /
processing manual bills in the system.
Training
• The A/R Billing ‘Create Deposit’
course will need to cover the change in
process for decentralized users who
collect payments.
Accounts Receivable / Billing: detailed
summary of high impact changes
Process
Change Impacts
(Technology, Process, People)
Functional Lead & OCM Response
Grants
Billing
Technology
• PeopleSoft A/R/Billing will be used to
process billing and receipts for Research
Communication
• A demonstration of the new A/R billing
system should be provided to accountants
in FHS in advance of formal training so that
they are familiar with the system and
associated screens
Process
• The process for Research billing will
change with the introduction of PeopleSoft
People
• Research accountants in FHS will be
responsible for reviewing the billing
worksheet prepared by the administrative
coordinators in each FHS department
• Research accountants in McMaster
Research Finance and FHS Research
Finance will be responsible for billing, with
separate individuals identified to handle
cashiering
• Segregation of duties is required
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Training
• A quick reference guide / job aid will be
created for individuals in McMaster
Research Finance and FHS, Research
Finance that walks through the grants
billing processes in PeopleSoft
General Ledger: detailed summary of
high impact changes
Process
Change Impacts
(Technology, Process, People)
Functional Lead & OCM Response
Create
and
Process
Journals
Technology
• At Finance go-live FAS use will be eliminated
• An ‘upload spreadsheet entry’ tool will be made
available to upload journal information through
Excel
• A new tool that will map current FAS accounts to
PeopleSoft chartfields will be available to end-users
Communication
• The automated workflow process for approvals
will require communication to approvers
Process
• McMaster current account structure will be
eliminated & a new chart of accounts will be
adopted, featuring more digits and more fields
• Required approvals will be routed using workflow
• Increased automation and an improved GL design
may decrease the number of journals that need to
be processed (which will decrease work load and
the time spent filtering through paper)
People
• Financial system end-users across campus will
need to be aware of the new chart of account
structure and associated terminology (e.g.,
chartfield string)
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Training
• A terminology guide will be created for the new
McMaster financial nomenclature
• A tool will be created that maps the new chart of
accounts to old. A quick reference card or job aid
should be created to walk users through how to
use the new ‘FAS Account to PeopleSoft
chartfield tool ‘
• A job aid will need to be created to walk users
through how to upload a spreadsheet entry
into the new system
Performance Support
• A quick reference card explaining the new chart
of account structure and account codes should
be created and distributed to all financial system
end-users
General Ledger: detailed summary of
high impact changes (continued)
Process
Change Impacts
(Technology, Process, People)
Functional Lead & OCM
Response
Review
Financial
Information
Technology
• FAS will be eliminated with the implementation of PeopleSoft
• Many people currently use excel documents to keep track of detailed
information about a given transaction – with PeopleSoft, the use of
shadow systems may diminish
• Currently, end-users are able to create their own reports, moving
forward many reports will be available AND the ‘request query’ form
will be required to obtain new specific reports (which will be reviewed
against the existing available reports to avoid duplication)
Communications
• A communication that
explains what a ‘thin’ GL
is will be valuable for new
McMaster financial
system end-users. Note:
recall a thin GL relies and
links to the detailed
information in our
integrated sub-ledger
modules.
Process
• The University will move from a ‘thick’ GL to a ‘thin’ GL with
transactions available in sub-ledger modules accessible online using
drill down capability
• nVision Super Users will be able to develop reports via self-service
as opposed to a request through UTS
• The ability to access financial information on one integrated system
will likely result in a decreased workload (in terms of time searching
and tracking down information) for many financial system end-users
People
• Individuals identified as ‘nVision Super Users’ will be asked to develop
reports
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Training
• Training should include
the ‘request query’ form
General Ledger: detailed summary of
high impact changes (continued)
Process
Change Impacts
(Technology, Process, People)
Functional Lead & OCM Response
Manage
Open
Items
Technology
• FAS will be eliminated with the implementation of PeopleSoft
Process
• Personal Development Allowance (PDA) will be managed
through open item functionality by employee in PeopleSoft in
the “interim” before HR go-live
• Travel & Expense, Accounts Payable, the Bookstore and HR
will provide information for PDA expenses, and balances will
be managed through open items and the PDA program in the
interim, and then will be managed through the HR system
after it is implemented (in 2014)
Training
• Training will include the purpose and
use of open items, in addition to the
new process for PDAs
Month
and Year
End
Technology
• FAS will be eliminated with the implementation of PeopleSoft
Process
• The use of adjustment periods (not currently used) will
change the way month and year-end is processed
People
• The responsibility for ‘year-end closing’ is currently a joint
responsibility between Data Control in UTS and Central
Finance.
• Moving forward, the responsibility for year-end closing will fall
under Central Finance
Training
• Training will include an explanation of
adjustment periods and the impact
on month and year end closing
Job Design
• Central Finance may want to review
the current role for ‘year-end closing’
to ensure that the additional
responsibility (absorbed from UTS)
will not impact the time available for
other tasks
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Procurement: detailed summary of high
impact changes
Process
Change Impacts
(Technology, Process, People)
Functional Lead &
OCM Response
Requisition
Creation
Technology
• Current hard copy purchase requisition forms will be eliminated;
• Purchase requisitions will be created online
Communications
• Communication
about
accountability
should be
emphasized in
training.
• Note: this
accountability is
no different than
the University’s
existing
‘Execution of
Instruments’ from
2011 and the
revised version in
2013.
Process
• Current State: complete hard copy requisition, scan/mail to Strategic
Procurement (with supporting quotes/invoice/back-up) who enters the
requisition into Walker & creates the purchase order (PO) [duplication of
effort]; hard copies are routed manually for signatures.
• Future State: online requisition and scan/attach supporting documents with
automated approval workflow; impact decreased workload for the end-user,
paper-handlers, authorizers and Strategic Procurement
• For all purchases: the requisitioner of goods or services is accountable for
adhering to the strategic purchasing policy (SP-01) by attaching the right
number of quotes or single/sole source justification.
• Purchases less than $50,000: Strategic Procurement will conduct a value-formoney sample based ‘spot-check’ twice a day before the purchase order is
dispatched to the supplier AND conduct a post-PO sample-based compliance
check to report compliance by Faculty/area
• Purchased greater than $50,000: Strategic Procurement will perform 100%
SP-01 compliance check before PO.
People
• Individual accountability built into the pre-existing execution of instruments is
reinforced in the systems design.
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Procurement: detailed summary of high
impact changes (continued)
Process
Change Impacts
(Technology, Process, People)
Functional Lead & OCM Response
Supplier
Creation and
Maintenance
Technology
• The ‘supplier request’ form will be used to create a new supplier
Training
• The ‘Supplier Request’ form will
need to be included in training
Process
• System supplier creation will decrease the work load for those
people who are using paper-based forms today
People
• A Strategic Procurement role will administer & manage new/existing
suppliers.
• Departments will complete the supplier request form for “new”
supplier s (not in the system), a supplier must exist to create a
requisition or non-PO voucher
Requisition
Approval
Technology
• Hardcopy approvals will be eliminated with automated workflow.
Process
• The Execution of Instruments (EOI) updated authority matrix will be
automated with workflow. Strategic Procurement thresholds are
currently under review
• Requisition support will need to be scan/attached to requisitions.
• Workflow approval processes will decrease the time spent printing,
routing, and hand-signing
People
• Account owners will need to understand the ‘Execution of
Instruments’ authority matrix & thresholds, accountabilities remain
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- Mosaic
unchanged
at the individual level (section II 22
of the EOI)
Job Design
• Strategic Procurement role will
manage the master vendor file
• The current structure of Strategic
Procurement may need to be
assessed to determine who (or
which role) in the department will
manage the master vendor file.
Communications and Policy /
Procedure
• People designated as ‘approvers’
will need to understand the
‘Execution of Instruments’ and
associated processes for
approvals
Procurement: detailed summary of high
impact changes (continued)
Process
Change Impacts
(Technology, Process, People)
Functional Lead & OCM Response
Receiving
Technology
• Goods delivered directly to end-users will be require endusers to do the receiving in PeopleSoft
Process
• Goods received will be managed & entered into
PeopleSoft by the end-user if delivered directly as opposed
to General Receiving (the current process).
People
• Departments will take on a larger role in managing &
tracking the delivery of goods that are not sent through
the Hospital or General Receiving
Training
• The requestor of the good will need to
be aware of how to create purchase
orders in the system and how to
“receive” in the system if goods are
directed to be shipped directly to the
end-user.
Systems
Contracts
Technology
• Current state: suppliers provide a spreadsheet (w/invoice
numbers, applicable taxes, etc.) to Strategic Procurement.
• Future state: supplier spreadsheet will no longer be
required since supplier information will be in PeopleSoft
Process
• The Accounts Payable supplier contracts upload in the
system will no longer be required
• The manual processes associated with checking &
uploading supplier data will not be required
People
• Strategic Procurement will be responsible for managing all
supplier contracts
Communications and Policy /
Procedure
• Departments & Faculties will be able
to place orders off systems contracts
set-up by Strategic Procurement.
Job Design
• The current organizational structure of
the department may need to be
reviewed to identify which buyer(s)
will assume this responsibility
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Procurement: detailed summary of high
impact changes (continued)
Process
Change Impacts
(Technology, Process, People)
Functional Lead &
OCM Response
Procurement
Contracts
Technology
• Current State: manual process
• Future State: people will use PeopleSoft Contract Management
Training
• Departments /
end-user will need
to remember to
use the origin
‘CON’ so that
contract is sent
directly to
Strategic
Procurement
Process
• Individuals will complete a requisition using the origin ‘CON’, the
requisition will workflow to Strategic Procurement to produce a
contract from the Purchase Order information.
• The purchase order will become a contract and dispatched to
suppliers
• Long-term contracts will not require annual requisition creation (like
today)
People
• A reduction in workload is expected in some areas, people will no
longer need to create annual renewal/continuation requisitions
• Strategic Procurement will issue contracts with standard terms and
conditions that will be set-up based on the duration of the contract
period.
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Project Costing: detailed summary of
high impact changes
Process
Change Impacts
(Technology, Process, People)
Functional Lead & OCM
Response
Define
Project
Scope,
Resources,
Tasks and
WBS
Technology
• Both FAS & TFAIS (used for Trust) will be decommissioned
• Facilities Services will use project costing for capital management
• PeopleSoft projects will require that users obtain manual
approvals for changes in project status – a form may need to be
created to capture these changes
Process
• The number of available project statuses will increase
• More statuses will result in more control but will also require more
maintenance as the status will need to be updated on a regular
basis
People
• No people changes have been identified
Training
• The form used for manual
approvals will need to be
included in training
Launch and
Manage
Project
Tasks and
Schedule
Technology
• TFAIS (used for Trust) will be decommissioned
• Manual excel reports will no longer be needed replaced by
PeopleSoft project reporting
Process
• Users may be able to spend more time analyzing project data and
less time performing manual tasks
People
• Users in Trust, Research Finance, and Facilities will need to
understand reporting capabilities in the new system
Communications
• Individuals using project
costing will need to be made
aware of increased email
communication resulting
once a project status is open
in the system
Training
• Training will include
reporting to ensure that
users are aware of the
delivered reports
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Project Costing: detailed summary of
high impact changes (continued)
Process
Change Impacts
(Technology, Process, People)
Functional Lead & OCM Response
Procure
Project
Materials
and
Services
Technology
• All purchase requisitions and resulting
purchase orders will occur through
PeopleSoft at December’s go-live.
Communication
• A communication should include the
benefits of using PeopleSoft procurement
as it integrates information into Projects
enabling better reporting capability.
Process
• Individuals in Facilities will use the
PeopleSoft procurement module (not AIM)
to process and complete purchase
requisitions
People
• Individuals will need to learn the
procurement module in PeopleSoft.
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Travel & Expense: detailed summary of
high impact changes
Process
Change Impacts
(Technology, Process, People)
Functional Lead
& OCM
Response
Cash
Advance
Technology
• Current State: cash advances through payment request will cease.
• Future State: cash advances will be via corporate credit cards
Process
• Cash advances will occur via ATM on corporate cards
• On an exception basis researchers (PIs) can receive cash advances as
an encumbrance on their account
• A new procedure will be developed to process exceptions
People
• Individuals will be responsible for reconciling cash advances when
completing their expense reports
• Accounts Payable will monitor the un-reconciled funds
• Individuals in Accounts Payable will need to understand the new
processes associated with reconciliation queries
Communication
• Researchers
(PIs) will need
to understand
the new
process
around
exceptions to
the new cash
advances
process.
Travel
Authorizati
on
Technology
• No technology change has been identified
Process
• Travel authorizations will be optional for exceptions to current policy
• Currently, travel authorization for travel outside of ‘normal’ business is
granted via personal conversation, email, etc. Moving forward, system
pre-approval
will be optional because27of its system audit trail.
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Training
• Optional: preapproval for
travel outside
of ‘normal’
business
Travel & Expense: detailed summary of
high impact changes (continued)
Process
Change Impacts
(Technology, Process, People)
OCM Response
Expense
Reports
Technology
• Current state: Oracle ‘payment request form’ for expense
reporting.
• Future state: PeopleSoft TNE module will receive a direct feed
from the credit card company for individual expense
reconciliation (expense report submission) and using HR
hierarchy in MacVIP approvals will be received using workflow.
Communication
• Individuals will need
to scan/attach
receipts.
• AP will need to
match originals to
system scans before
destroying hard
copies (the system
scans will represent
the audit trail
originals once
matched).
Process
• Individuals will be required to reconcile their expense submission
and scan/attach receipts for workflow approvals.
• Original receipts will be sent to AP for match reconciliation and
destruction (this step will not delay expense processing).
People
• People required to scan/attach their receipts
• Self-service is available to complete expense reports should the
user want to do it this way (alternatively, the user can delegate
expense reporting e.g. admin. Assistant, or grad student)
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Anticipated role / task changes in
Financial Affairs and Decentralized areas
across the University
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Accounts Payable: anticipated task
changes
• The changes occurring in the Accounts Payable and Travel & Expense modules will
impact tasks in the Accounts Payable department in Financial Affairs
Accounts Payable
Senior Manager
• Assistant Supervisor
• Associate, PO
• Associate, Cheque Requisition
(2)
• Associate, Travel (2)
• Associate, Document Control
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Finance /
Research
Finance
module
Faculty /
Departme
nt / Area
Roles
Impacted
Existin
g Task
or New
Task
Description of Impact / Task
Accounts
Payable
Financial
Affairs –
Accounts
Payable
AP Senior
Manager
and
Assistant
Supervisor
New
Task
• This role will be responsible
for processing internal and
external voucher interfaces
via PeopleSoft
Travel &
Expense
Financial
Affairs –
Accounts
Payable
AP
Associate,
Travel
Existing
Task
• The AP Reimbursement
Specialist will be responsible
for reconciling cash advance
spend against the cash
advance application for
Researchers (PI)
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Strategic Procurement: anticipated task
changes
• The changes occurring in the Procurement module will impact tasks in the Procurement
Services department in Strategic Procurement
Strategic Procurement
Acting Director
Finance /
Research
Finance
module
Faculty /
Department /
Area
Roles
Impacted
Existing
Task or
New Task
Description of Impact
/ Task
Procurement
Financial
Affairs –
Strategic
Procurement
Procurement
Assistant
New Task
• Strategic
Procurement will be
responsible for
supplier management
Procurement
Financial
Affairs –
Strategic
Procurement
Procurement
Specialists
(buyers)
Existing
Task
• Strategic
Procurement will
have an enhanced
compliance reporting
role
Procurement Services
Manager
• Senior Procurement Specialist
• Procurement Specialist (3)
• Procurement Assistant
Note: Further discussion regarding which roles will be impacted in Strategic Procurement will need to occur
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Financial Services: anticipated task
changes
• The changes occurring in the General Ledger module will impact tasks in Financial Services
Financial Services
Director
Accounting & Control
Manager
Finance /
Research
Finance
module
Faculty /
Departmen
t / Area
Roles
Impacte
d
Existing
Task or
New Task
Description of Impact /
Task
General
Ledger
Financial
Services –
Accounting
& Control
Data
Control
Existing
Task / New
Task (GL
Super User)
• Responsibility for closing
year-end is currently held
between UTS and Central
Finance. Moving forward,
Central Finance will
assume more
responsibility for year-end
closing, reconciliation
processes and
information analysis
General
Ledger
Financial
Services –
Accounting
& Control
N/A
(does not
exist
today)
New Task
• Accounting & Control will
share responsibility for
benchmarking and driving
the overall financial
reporting strategy
• System Support / Data Control
• System Assistant
• Supervisor (2)
• Accounting Assistant (2)
• Bank Reconciliation
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Decentralized departments across
campus: anticipated task changes
• The changes occurring in every one of the six finance modules will impact tasks in the faculties and
departments across campus
Financial Affairs
AVP (Admin) & CFO
Decentralized Finance
departments (e.g., School of
Business)
Finance /
Research
Finance
module
Faculty /
Departme
nt / Area
Roles
Impacted
Existing
Task or
New Task
Description of Impact / Task
Accounts
Payable
Departmen
ts across
campus
Administrativ
e
Coordinators
/ Support
Staff
Existing
Task / New
Task
• The Department Process
Specialist will be responsible for
the requisition of goods and
services based on Managers
requirements.
• Receiving direct orders to be
segregated from requisition role
(for direct receiving).
• Non-PO payments (e.g.,
voucher) and travel expenses
Procureme
nt
FFAC – key
decentralized
department
role to
consider here.
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• Additional responsibilities will
include a better understanding of
when to apply the T4A or T4ANR assessment for services
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Decentralized departments across
campus: anticipated task changes (con’t)
Financial Services
Director
Decentralized Finance
departments (e.g., School of
Business)
Finance /
Research
Finance
module
Faculty /
Department /
Area
Roles
Impacted
Existing
Task or
New Task
Description of Impact / Task
Billing
Department
s across
campus
Cashiers
Existing /
New Task
• Changes to security and
enhanced controls (i.e.,
segregation of duties)
will result in cashiers not
being able to BOTH
receive cheques and
process cheques (being
responsible for both
actions will breach the
segregation of duty
rules)
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Next steps
• Share document with project team members for validation 
• Revise the document based on feedback received from Finance Functional Chair 
• Share document with FFAC for pre-September meeting reading
– Questions regarding this document should be sent to the FFAC Chair to collate and collect
responses/update this document for October’s meeting.
– Members of FFAC should share this document within team meetings with individual who have any of
the financial functions identified in this deck
• WHY: This provides early insight into potential change impacts and allows for early feedback
collection or idea suggestion to enhance the roll-out program.
• Assign resources to each tactic to ensure that the change impact is addressed
• Follow-up with Financial Affairs and decentralized departments to discuss resource for December and
post-go-live.
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Appendix
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Detailed approach to gather change
impacts
• The change impact assessment for Mosaic ran through the common design and build phases of the project

High-level Impact Assessment – provides insight into the initial impacts gathered through interviews
with functional teams following fit-gap workshops

Detailed Impact Assessment – identifies high impact areas in each functional area based on decisions
made in the design / build phase
We are here
Inputs
• OCM team
• Functional leads / SMEs
Activities
1. Initial High Level
Assessment
• Interview Functional
Leads / SMEs to
understand high level
impacts
• Identify gaps in
information and areas
for further questions
• Populate Mosaic change
impacts tracker with
impact information
• Summarize initial
change impacts in
preparation for review
with Functional Chairs /
Leads
3. Detailed Impact
Assessment
2. Validate
•
•
•
•
• OCM team
• Functional Chairs /
Leads
• Review impacts with
Functional Chairs /
Leads to confirm
findings
• Develop initial action
plans to address
impacts
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OCM team
Functional teams
University Stakeholders
Design documentation (e.g.,
Industry Print)
• Review initial high level
impact assessments with
functional team
• Review finalized process
maps and other relevant
information
• Document detailed impacts
• Collect input from functional
team members on detailed
impact assessment
• Summarize detailed change
impacts and confirm with
functional team members
• Identify highly impact areas
37
4. Action Plan
• OCM team
• Functional Chairs /
Leads
• University Stakeholders
• Recommend action
plans for high impact
areas
• Prepare summary based
on findings
• Present findings to
functional leads / chairs /
SMEs
• Capture additional
changes and/or
concerns from meeting
Documentation approach
• The change impacts were documented using the ‘Mosaic change impacts tracker’
• This template tracked:
 Project work stream
 General description of process
 Degree of change (high, medium, low)
 Primary and secondary stakeholders affected
 Description of change (e.g., process, technology, people)
 Area of potential change (e.g., training, communication, change management)
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Primary change impact categories
• Change impacts were categorized into three broad areas – process, technology and people
Technology
Process
People
Technology Change
• Anticipated change to the current technology applications / programs
(i.e., current system will be decommissioned for PeopleSoft)
New or change to Forms /
Tools (e.g., excel
spreadsheets)
• Anticipated changes to tools, such as new or revised forms, that will be
required to carry out the new processes
Process
• Anticipated process changes, including following new or revised
processes in addition to or in place of existing processes.
Work Volume Change
• Anticipated changes to the volume of work (i.e., an increase/ decrease
in work loads)
Automation
• Processes that were once manual are now automated
• Anticipated culture changes and changes to entrenched behavior that
will be required in the new environment, changes in the way people
People (Change Mgmt Issues)
manage their work/routines, preferences
• Anticipated changes in responsibility or perceived prestige of the role
• Role changes - anticipated changes to existing roles or the addition of
new roles
Job change or new role
• Anticipated changes in accountability or reporting relationships, the
number of people required, the location where work is performed
New Skills and Knowledge
• Anticipated that new skills and/or knowledge will be required of endRequired
users based on role changes, new technology, new process, etc.
Non-Mosaic users impacted
by process change
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• Although not directly affected by PeopleSoft, non-Mosaic users may
need to understand the process changes
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Degrees of change used for each impact
• Each process was determined to be either high, medium or low based on how different that process will
be in PeopleSoft
• Appropriate OCM tactics (e.g., training, communication and/or change management activities) will be
identified to target the high impact areas noted during the assessments
High
Medium
Significant change to the impact type
in terms of what is done today versus
what will be required in the future,
which will require follow-up for further
understanding
Some change to the impact type
involving some adjustments from what
is done today versus what will be
required in the future, which may
require follow-up
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Low
Minor changes to the impact type;
what is done today will be similar to
what is done in the future, which will
not require follow-up at this point in
time.