ON TIME, ON-BUDGET, AND BEYOND: SUCCESSFUL ERP IMPLEMENTATION

AND BUDGETING MODELSNadine Stern

Vice President for Information Technology and Enrollment Services

Nicole Parkman Interim Director of Enterprise Applications

The College of New Jersey

The College of New Jersey

• State College in Ewing, NJ• Primarily undergraduate liberal arts• Students - 5,600 FT, 330 PT, 850 graduate• Faculty - 325 full-time, 350 adjunct• Staff - 675 full-time, 125 part-time• Student Employees/GA’s - 1,300

FINANCE AND HR PROJECT TIMELINEImplementation and

UpgradesGo Live

Purchase of PeopleSoft Financials/HR January 1999

Finance 7.5 Implementation June 1999-March 2001

HR 8.3 Implementation October 2001-April 2003

HR Upgrade 7.5 to 8.9 March 2007

Finance Upgrade 8.3 to 9.0 September 2009

FINANCIALS/HR PROJECT ORGANIZATION• Financials

• First ERP project• Team = 4 functional + 4 Technical• Timeline = 21 months• No backfill, 2 consultants• Part-time project management• No formal lessons learned analysis

• Human Resources• Team = 2.5 functional + 4 technical• Timeline = 2 years• Backfill• Consultants• Part-time project management• Conducted formal lessons learned analysis

STUDENT PROJECT TIMELINE • Analysis of Student Systems & RFP Process

February 2002 to September 2002

Contract Negotiation September 2002 to December 2002

Purchase PeopleSoft Student and Oracle Consulting

December 2002

Initial Implementation Planning January 2003 to June 2003

DELAY – STATE BUDGET June 2003 to April 2005

Project Begins..Again! April 2005

Full Time Project Manager Hired

November 2006

Admissions Go Live October 2006

DELAY – Staffing , Questionable Decisions Opportunity to regroup and implement all modules together

December 2006 – September 2007

Hire new consultants , Upgrade to latest version Redefine Go Live Methodology

January

GO LIVE METHODOLOGY

• Processing of All Activity tied to Fall 2009 Begins

December 2008

Admissions Applicants Processed December 2008

Schedule of Classes is Built December 2008

Student Financials Posts Application Deposit – General Ledger Interface to Finance

December 2008

Financial Aid Packages /Estimate Award Letters Out

January 2009

Mass Enrollment Conversion February 2009

Open up Self Service to StudentsAcademic Advising , What if , Shopping Cart

March 2009

Registration April 2009

Conversion of Spring and Summer from SIS into PeopleSoftConversion of Financials- FA and Student Financials Live!

July 2009

All in one System July 2009

TO THINK ABOUT: KEYS TO SUCCESS (OR FAILURE) Separate Consulting “Partner” from Product and Data Base House Entire Team Together

This means Technical AND Functional . Yes, they CAN live together!!

Define your Relationship with your Consultants- who is leading who?!

Back Fill – 100% on the project -get HR involved in filling positions One Project Manager DBA- don’t underestimate the role of the DBA, start this relationship

off on the right foot! High Level Support

Encouraging enhancement of business processes needs high level support to make changes and quickly.

Campus needs to know that Project is a Priority Load Testing and Balancing -Time this Right Communications and Training

SUB PROJECTS TO THINK ABOUT..

• Housing • Identity Management • Reporting • Portal• Load Balancing /Stress Testing

WHAT COULD WE HAVE DONE BETTER…

• Staff Rewards and Morale – no $$$ or structure for rewards• Pick the right people – the ones who will “hurt” to be out

of the office but also the right attitudes• Initial Planning – non standard implementation• Budget Reality – we tried too hard to fit it into a low

budget the first time around• Earlier Detection of Technical/Functional • Earlier Identification of Difficulty in Hiring Backfill

• HR \Strategies

POST PROJECT LESSONS LEARNED • Define the “Official End” of the Project

• Date Driven OR Go Live Driven

• Changing the Culture of your Campus• Phase 2 – How to make it actually happen

• Keep the “Phase 2” list

• Keep regular meetings

• Keeping your Institution on the Map • user groups & conferences

• Keeping up to date with Patches and Fixes

UPGRADE PLAN FY 2010 FY 2011 FY 2012 FY 2013 FY 2014

HR Additional maintenance costs of $9920 and estimated implementation costs for Time & Labor $450,000

Additional maintenance costs of $18,160

Additional maintenance costs of $19,520 Extended support ends - upgrade costs estimate of $750,000

HR –new version on full support

HR –new version on full support

Fin Upgrade costs $500K to 1M

No additional maintenance costs

Additional maintenance costs of $9,760

Additional maintenance cost of $20,292

Additional maintenance costs of 21,104 Extended support ends - upgrade costs estimate of 500K – 1M

Student Maintenance costs of $111,067

Additional maintenance costs of $11,551

Additional maintenance costs of $24,026

Additional maintenance costs of $24,998

Extended support ends – Upgrade costs estimate of $2M

ORACLE CONTINUOUS DELIVERY

Staffing • More work on functional/technical teams- do all schools have

dedicated systems people?• Requirement to implement features that schools may have

already built customizations for-(results in testing functionality you may or may not want)

Budget• No big upgrade costs but what about consulting to assist

with ..implementing?• Staffing – hire more lines to support these continuous “minor”

upgrades with initial budgeted upgrade costs ?

SUMMARY & QUESTIONS

Two Different Institutions

Two Different Software Systems

Following same Guiding Principles for Success

Equals Success

• What did you think about this session?

• Your input is important to us!

• Click on “Evaluate This Session” on the conference program page.

• Copyright- The College of New Jersey , 2009. This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.