CarolinaRed
Collaboration Meeting
November 18, 2009
Today’s Agenda
`
`
Introductions
Collaboration Concept
`
`
`
`
`
`
Scope of Collaboration
Joint Timeline
Implementation Status
Proposed Collaboration Structure
Chartered Teams
Discussion and Next Steps
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
Benefits to Collaboration
`
HR & Finance mostly same – follow state rules
`
`
Reduced duplication of resources
`
`
`
Larger combined faculty, staff and students – better discounts
Reduction of management requirements
`
`
Shared development hardware (not production)
Shared technical resources (development, integration, mgmt)
Improved buying power
`
`
Interfaces, state reporting, personnel rules, etc
Combined staffing into single management structure
Improve disaster recovery and business continuity for HR
& FIN for both campuses
Collaboration Opportunities Summary
STRENGTHS/
WEAKNESSES/
OPPORTUNITIES
THREATS
UNIFIED BUSINESS PROCESSES Leverages best business processes of both campuses; Central office staffs must agree upon common greater efficiencies in regression testing, training
business processes, define joint governance development; unpopular but desired changes can be structures/procedures, work closely together
implemented without insurmountable political resistance
UNIFIED INTEGRATED Greater efficiencies gained in integration efforts; Central office and IT staffs must agree upon common TECHNOLOGIES (Imaging, improved bargaining position in vendor negotiations integrated technologies
eProcure, etc.)
UNIFIED DEVELOPMENT EFFORTS
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” UNIFIED CODE CHANGE SCHEDULES
(upgrades, reg changes. fixes, migrations)
UNIFIED SYSTEM ADMINISTRATION
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
UNIFIED INFRASTRUCTURE
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; IT staffs must agree upon common infrastructure, facilitates more efficient DR across campuses; procedures, DR processes, etc. & work very closely provides some relief for data center capacity issues at together; performance issues for one campus can NC State
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
Where We Are Today
`
Implemented
`
`
`
`
`
In Progress
`
`
`
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) 8.9 - Admissions, Campus Community, Records, Student
Financials
Enterprise Portal 8.9 (PeopleSoft), Payment Gateway (NelNet), Imaging (Documentum),
Identity Management (Sun)
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
Where We Are Today
`
Implemented:
`
`
`
In progress
`
`
`
`
Campus Community and Admissions
Enterprise Portal (Sun), Payment Gateway (TouchNet), Imaging
(ImageNow)
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)
Combined Timelines
Jan ‘10
Oct ‘09
Jul ‘10
Jan ‘11
Oct
Oct
UNC
Records 9.0 Impl.
UNC
Fin Aid 9.0 Implementation
Student Fin 9.0 Implementation
UNC
NCSU
Jan ‘13
July ‘12
Advising 8.9 Implementation
UNC
Advising 9.0 Implementation.
NCSU
Portal 8.9 to 9.1 Upgrade/Tools 8.5 Upgrade
NCSU
Fin Aid 8.9 Implementation
NCSU
Joint
NCSU Mainframe Decommissioned
UNC Financials 9.1 Implementation, NCSU Upgrade to 9.1/Tools 8.5 (Oct ‘12)
NCSU
Campus Solutions (Student) 8.9 to 9.0 Upgrade/Tools 8.5 Upgrade
Joint
Constituent Hub Implementation
Joint
UNC HR 9.1 Implementation & NCSU Upgrade to HR 9.1/Tools 8.5
NCSU
Asset Mgmt 9.1 Implementation
Student
Human Resources
Constituent Hub
Financials
Portal
Other
Joint Enterprise Services Structure
Draft Proposed Governance Structure
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
Financial Operations Structure
`
Base funding equal for both UNC & State
`
`
`
`
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
`
`
`
State contributing mostly staff resources
UNC will hire needed staff & fund equipment
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
Example of Expenditure Distribution
Employee
Employer (NCSU or UNC‐CH)
Salary
Percentage JES Percentage NCSU
Percentage UNC‐
CH
NCSU Dollar Amount JES
Sandra Doe NCSU
60,685
80%
20%
Sam Smith NCSU
106,000
70%
20%
Mitchell Wolf NCSU
89,000
50%
50%
Jane Davis UNC‐CH 74,269
100%
Amy Ram UNC‐CH 67,430
60%
Tom RIght consultant 106,000
80%
Hardware UNC‐CH 110,970
100%
Ron Wright
NCSU
86,008
100%
86,008 Tom Hill
NCSU
87,428
100%
87,428 Craig Boyd
NCSU
105,422
100%
105,422 TOTALS
893,212
UNC‐CH Dollar Amount JES
48,548 10%
74,200 44,500 74,269 40%
40,458 20%
106,000 110,970 446,106
331,697
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
"Our Age of Anxiety is, in great part,
the result of trying to do today's jobs
with yesterday's tools."
~Marshall McLuhan~