Key Success Factors and Lessons Learned
Queen’s University Administrative Systems Replacement Project
Jim Carse | QUASR Program Director
Brian McKenna | Deloitte Project Director
June 12, 2012
Photo Credit: Greg Black/Queen’s University
Our Challenges and Risks
The problem of …
Aged administrative systems
Seriously limited …
The delivery of services
And compromised …
Support for our academic mission
Photo Credit: Paul Kehrer
The solution was …
Administrative systems replacement
Which benefits …
Stakeholders across the Queen’s community
And enhances …
The academic experience at Queen’s
Our Quest
We needed to enhance service delivery by:
 Replacing aged legacy systems





Integrating solutions across departments
Increasing system functionality
Improving administrative processes
Building ongoing support capacities
Reducing and managing risks
Photo Credit: Paul Kehrer
Our Opportunity
 Supporting the University’s
academic mission
Redesigning processes
Reducing risks
Integrating systems
 Improving service delivery
Photo Credits: stock.xchng
Timeline and Scope
Board approval was received in December 2008.
2010
2009
Finance
Research
2011
Online Procurement, Travel & Expense
GL, Payables,
Procurement
(implementation dates TBD)
Research Administration
Research
Accounting
TRAQ – Active Project
Human Resources
Student
Core, Benefits,
Payroll, T&L
Admission,
Financial Aid
Student Records,
Student Financials,
Academic Advisement
Timeline and Scope
QUASR Timeline and Scope:
Timeline
January 1st 2009 – April 30th, 2012
40 Months
Scope
Oracle/PeopleSoft Applications Implemented
Legacy Applications Decommissioned
Administrative Systems Hardware, Technology & Tools
3 Applications, 26 Modules
23 Legacy Applications
100% Replaced
Timeline and Scope Observations: 46 specific applications were either implemented or
decommissioned in the 40 month QUASR term – over one application per month.
Governance
 Senior sponsorship and engagement
on Executive Steering Committee
 Advisory teams of key stakeholders,
mirror structure of project teams
 Key challenge
Well-defined decision making
authority, with decisions
formalized in writing
Organization and Team Structure
QUASR Program Management
Shared Project Support
Communications & Change
Management
Finance /
Research
Accounting
Training
Human
Resources
Student
Information
Technology
Security
IT - RICE
Organization and Team Structure
Challenge
 5 QUASR Project Teams
o Finance, Student, Human Resources, Information Technology, Change
Management
 7 QUASR Committees
o Governance and Project Advisory Teams
 200+ Core Team Members
o Various Queen’s University Departments, System Integrator Practices &
Subcontractors
 Decentralized Legacy Administrative Support Structure
Deloitte Total Campus™ Implementation Methodology
Phase / Stream
Project
Management
System
Implementation
Change
Management
Technical
Business
Process
Security
Planning
& Scope
Structure
Configure
Deploy
Post
Implementation
Deloitte Total Campus™ Implementation Methodology
Phase/Stream
Project Management
Planning & Scoping
Structure
Configure
Project Management and Planning
Project Charter
Project Office
Project Team Training Schedule
Quality Assurance
High Level Design
Stress Testing
End to End and Parallel Testing
End User Training Materials
End User Training
Cut Over Plan
Data Conversion Scoping
Data Conversion Strategy
Conversion Mapping
Conversion Testing
Interface Scoping
Interface Strategy
Interface Mapping
Interface Testing
Corporate Strategy Reporting
PeopleSoft Reporting Strategy
Design Reports
Test Reports
Change Readiness Assessment
Leadership Alignment
Application Architecture
Hardware Architecture
End User Support and Application
Management
Business Process Redesign
Business Process Training
Communication Plan
Deployment and Training
Program Level Change Framework
Leadership Alignment
Monitor and Sustain Change
Change Risk Mitigation
PS Install and Certification
Frontline Change Leadership
Application Management
Install H/W and O/S
Hardware Performance Monitoring and Tuning
Network Architecture
Network Enhancements
Network Performance Monitoring and Tuning
Resource Planning
Training of University Resources
Manage and Execute Conversion, Interface and Reporting Work Load
Develop Business Process Integrity Techniques
Process and System Integrity
User Acceptance Test
Application Testing
Training of College / University Resources
Business Process Scope
Technical
Post Implementation QA Review
Conference Room Plot
End User Training Plan
System Implementation
Post Implementation
Configuration Workshops and Workbooks
Configuration Scoping
Change Management
Deploy
Scoping and Planning Workshops
Integrity Assessment and Strategy
Develop IT Integrity Techniques
Configure Development Security
Design Production Security
Business Process Integrity Testing
Business Process Monitoring
IT Integrity Testing
IT Integrity Monitoring
Configure and test Production
Security
Application Security Monitoring
QUASR Strategy and Standards
Challenge
 5 QUASR Project Teams
 7 QUASR Committees
 200+ Core Team Members
 Decentralized Legacy Administrative Support Structure
QUASR Strategy and Standards
Opportunity to Standardize
 Improve Workflow
 Increase Productivity
 Enhance Quality
 Standardize Work Products
 Capture and Protect Intellectual Property
QUASR Strategy and Standards
QUASR Strategy and Standards
 Training & Change Management
o Training Strategy
o Communication Strategy
o Knowledge Transfer Strategy
 Security
o Application Security Strategy
o Operating System and Database Security Strategy
o PeopleSoft Access Provisioning & De-Provisioning Standards
QUASR Strategy and Standards
QUASR Strategy and Standards
 Instance Management & Object Migrations
o Instance Strategy
o Migration Strategy
 Data Conversions & External Interfaces
o Interface Strategy & Design Template
o Conversion Strategy & Design Template
 Application Maintenance, Enhancements and Testing
o
o
o
o
Enhancement Strategy & Design Template
Testing Strategy
Application Maintenance Strategy & Plan
Reporting Strategy
Sharing of QUASR Intellectual Property
QUASR / Deloitte IP
 Queen’s University
o
o
o
o
Resource Plans
Positions Descriptions
Status Reports
Etc.
 Deloitte IP
o
o
o
o
Strategy Documents
Training Plans
Organizational impact Assessment
Etc.
 Deloitte Restricted IP
o
o
o
o
Configuration Documentation
Program Design
Cutover Plans
Etc.
Change Management
Create a
Climate for
Change
Engage and
Enable the
Organization
Implement and
Sustain
Transformation
1. Increase Urgency
2. Build Guiding Teams
3. Get the Right Vision
4. Communicate for Buy In
5. Enable Action
6. Create Short-Term Wins
7. Don’t Let Up
8. Make It Stick
Budget Management
 45 Change Requests
 25 Allocation Requests
Actual Expenses by Category:
Other
(7.6%)
Consulting Services (60.8%)
Internal Staffing (15%)
Software &
Technology (16.6%)
Software & Technology (16.6%)
Other (7.6%):
Internal Staffing (15%)
Consulting Services
(60.8%)
- Project Office Costs
- Core Team Training
- Hardware
- Miscellaneous
Risk Management
Active Risk Mitigation
 Risk Register Tracking
 Risk Assessment and Mitigation Plans
 19 Quality Assurance Reports / Reviews
 16 Board of Trustees Reports / Updates
 Risk Review Standing Agenda Item for Governance
Initial Challenges - Student
 Key challenge
Planning for change in advance
 Size and complexity of
Student implementation
 Policy change to GPA
significant – done well in
advance
Photo Credit: stock.xchng
Initial Challenges - Finance
 Pros and cons to being first – sets
tone and expectations for
remainder of project
 Difficult but critical to get structure
of Chart of Accounts right
 Significant turnover of Finance
leadership highlighted the need for
engagement and alignment with
business office
 Key challenge
Structure of Chart of Accounts
Initial Challenges – Human Resources
 Data conversion challenging
 Change brings focus on consistency
of HR practices
 Key challenge
Managing anxiety surrounding
payroll transition
Photo Credit: Microsoft Clipart
Initial Challenges - IT
 Talent search – competitive market
for specialized skill sets
 Competing demands on time
across multiple streams
Image Credit: stock.xchng/ Dominik Gwarek
 Key Challenge
Recruiting and retaining
skilled employees
Initial Challenges – PeopleSoft Sustainment
 Coordinating in a decentralized
environment
 Negotiating budget, talent and
timelines
Photo Credit: stock.xchng
 Key Challenge
Balancing competing demands between implementation
and sustainment responsibilities until project is complete
Sustainment Planning and Organization
PeopleSoft Sustainment
Governance
Strategic
Systems
Administrative
Advisory Committee
PeopleSoft Operational
AdvisoryWorking Group
Operational Management
Director #2
Director #1
Administrative
Support
Office Admin.
·
Business ·
Analysts ·
·
Technical Lead
·
System ·
Analysts ·
·
PeopleSoft
System ·
Administrator
Application
·
Security
Business Analyst #1
Business Analyst #2
Business Analyst #3
Business Analyst #4
HUMAN RESOURCES
FINANCE
STUDENT
·
·
Business Analyst #5
Business Analyst #6
RESEARCH
·
·
·
Business Analyst #7
Business Analyst #8
Business Analyst #9
N/A
N/A
Technical Lead
System Analyst #1
System Analyst #2
System Analyst #3
System Analyst #4
·
·
System Analyst #5
System Analyst #6
·
·
·
System Analyst #7
System Analyst #8
System Analyst #9
PS Admin. #1
·
PS Admin. #2
·
Gary Scott
Security Analyst #1
·
Security Analyst #2
·
DBA #2
DBAs
· DBA #1
Technical Infrastructure
· Infrastructure Lead #1
IT SERVICES
MANAGEMENT
·
DBA #3
IT Management #1
IT Management #2
Lessons Learned
Top 8 Lessons Learned
Reporting must be
a key system deliverable.
Credit: Microsoft Clipart
Top 8 Lessons Learned
Post-implementation support
(expertise and budget)
is a critical success factor.
Credit: Microsoft Clipart
Top 8 Lessons Learned
Knowledge transfer is key – staff must
know what the consultants know.
Credit: Microsoft Clipart
Top 8 Lessons Learned
Commit the right staff
resources to the project.
Credit: Microsoft Clipart
Top 8 Lessons Learned
New systems require operational
process changes – map out what
these might look like.
Credit: Microsoft Clipart
Top 8 Lessons Learned
Post-implementation begins at the
same time the project begins.
Credit: Microsoft Clipart
Top 8 Lessons Learned
Set realistic user expectations –
anticipate the trough of despair.
Credit: Microsoft Clipart
Top 8 Lessons Learned
Focus on the important tasks and
priorities required for goal
achievement.
Credit: Microsoft Clipart
3 Critical Success Factors
1. Effective Change Management
2. Effective leadership and governance of the project
3. Proactive user engagement throughout the lifecycle of the project
Photo Credit: Microsoft Clipart
Q&A
We welcome your questions ...
Photo Credit: Flickr – Horia Varlan
Recap
 Engage early and often
 Plan for support
 It’s a people process –
with lots of change
Photo Credit: Greg Black/Queen’s University
Future Projects
 Complete Information Systems Architecture Diagrams
 Establish a Project Portfolio Office (PMO)
o Internal IT Projects
• Tools & Infrastructure
o Business Prioritized Projects
• Applications Extension & Upgrades
o Enterprise Information Management Projects
Contact Information
Jim Carse – QUASR Program Director
jim.carse@queensu.ca