Post on 25-Dec-2015
Jim Carse | QUASR Program Director
Brian McKenna | Deloitte Project Director
Key Success Factors and Lessons Learned
Queen’s University Administrative Systems Replacement Project
June 12, 2012Photo Credit: Greg Black/Queen’s University
Our Challenges and Risks
Photo Credit: Paul Kehrer
The problem of … Aged administrative systems
Seriously limited … The delivery of services
And compromised … Support for our academic mission
The solution was … Administrative systems replacement
Which benefits … Stakeholders across the Queen’s community
And enhances … The academic experience at Queen’s
Our Quest
Photo Credit: Paul Kehrer
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
Our Opportunity
Supporting the University’s academic mission
Redesigning processes
Reducing risksIntegrating systems
Improving service delivery Photo Credits: stock.xchng
Timeline and Scope
2009 2010 2011
Research AdministrationTRAQ – Active Project
Core, Benefits, Payroll, T&L
Student Records, Student Financials,
Academic Advisement
Finance
Research
Human Resources
Student
ResearchAccounting
Admission,Financial Aid
Online Procurement, Travel & Expense(implementation dates TBD)
Board approval was received in December 2008.
GL, Payables,Procurement
Timeline and Scope
QUASR Timeline and Scope:TimelineJanuary 1st 2009 – April 30th, 2012 40 Months
ScopeOracle/PeopleSoft Applications Implemented 3 Applications, 26 ModulesLegacy Applications Decommissioned 23 Legacy ApplicationsAdministrative Systems Hardware, Technology & Tools 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 ManagementQUASR Program Management
Finance / Research
Accounting
Finance / Research
Accounting
Human Resources
Human Resources
Information TechnologyInformation TechnologyStudentStudent
Communications & Change Management
Communications & Change Management
TrainingTraining
SecuritySecurity
IT - RICEIT - RICE
Shared Project Support
Organization and Team Structure
ChallengeChallenge
5 QUASR Project Teamso Finance, Student, Human Resources, Information Technology, Change
Management
7 QUASR Committeeso Governance and Project Advisory Teams
200+ Core Team Memberso Various Queen’s University Departments, System Integrator Practices &
Subcontractors
Decentralized Legacy Administrative Support Structure
Deloitte Total Campus™ Implementation Methodology
Project Management
Project Management
System Implementation
System Implementation
Change Management
Change Management
TechnicalTechnical
Business ProcessBusiness Process
Phase / StreamPhase / Stream Planning & ScopePlanning & Scope StructureStructure ConfigureConfigure DeployDeployPost
Implementation
SecuritySecurity
Deloitte Total Campus™ Implementation Methodology
Phase/Stream Planning & Scoping Structure Configure Deploy Post Implementation
Project Management
Scoping and Planning Workshops Project Management and Planning
Post Implementation QA ReviewProject Charter Project Office
Project Team Training Schedule Quality Assurance
System Implementation
Configuration Scoping
High Level Design Conference Room Plot User Acceptance Test
End User Support and Application Management
Configuration Workshops and Workbooks Stress Testing
Application Testing End to End and Parallel Testing
End User Training Plan End User Training Materials End User Training
Training of College / University Resources 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 Management
Business Process Scope Business Process Redesign Business Process Training
Change Readiness AssessmentCommunication Plan Deployment and Training
Program Level Change Framework Monitor and Sustain Change
Leadership Alignment Leadership Alignment Change Risk Mitigation Frontline Change Leadership
Technical
Application Architecture PS Install and Certification Application Management
Hardware Architecture 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
Process and System Integrity Integrity Assessment and Strategy
Develop Business Process Integrity Techniques Business Process Integrity Testing Business Process Monitoring
Develop IT Integrity Techniques IT Integrity Testing IT Integrity Monitoring
Configure Development Security Design Production Security Configure and test Production Security Application Security Monitoring
QUASR Strategy and Standards
ChallengeChallenge
5 QUASR Project Teams
7 QUASR Committees
200+ Core Team Members
Decentralized Legacy Administrative Support Structure
QUASR Strategy and Standards
Opportunity to StandardizeOpportunity to Standardize
Improve Workflow
Increase Productivity
Enhance Quality
Standardize Work Products
Capture and Protect Intellectual Property
QUASR Strategy and Standards
QUASR Strategy and StandardsQUASR Strategy and Standards
Training & Change Managemento Training Strategyo Communication Strategyo Knowledge Transfer Strategy
Securityo Application Security Strategyo Operating System and Database Security Strategyo PeopleSoft Access Provisioning & De-Provisioning Standards
QUASR Strategy and Standards
QUASR Strategy and StandardsQUASR Strategy and Standards
Instance Management & Object Migrationso Instance Strategyo Migration Strategy
Data Conversions & External Interfaceso Interface Strategy & Design Templateo Conversion Strategy & Design Template
Application Maintenance, Enhancements and Testingo Enhancement Strategy & Design Templateo Testing Strategyo Application Maintenance Strategy & Plano Reporting Strategy
Sharing of QUASR Intellectual Property
QUASR / Deloitte IPQUASR / Deloitte IP
Queen’s Universityo Resource Planso Positions Descriptionso Status Reportso Etc.
Deloitte IPo Strategy Documentso Training Planso Organizational impact Assessmento Etc.
Deloitte Restricted IPo Configuration Documentationo Program Designo Cutover Planso Etc.
Change Management
1. Increase Urgency2. Build Guiding Teams3. Get the Right Vision
4. Communicate for Buy In5. Enable Action6. Create Short-Term Wins
7. Don’t Let Up8. Make It Stick
Create a Climate for
Change
Create a Climate for
Change
Implement and Sustain
Transformation
Implement and Sustain
Transformation
Engage and Enable the
Organization
Engage and Enable the
Organization
Budget Management
45 Change Requests25 Allocation Requests
Actual Expenses by Category:
Risk Management
Active Risk MitigationActive 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
Size and complexity of Student implementation
Policy change to GPA significant – done well in advance
Key challenge
Planning for change 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
Key Challenge
Recruiting and retainingskilled employees
Image Credit: stock.xchng/ Dominik Gwarek
Initial Challenges – PeopleSoft Sustainment
Coordinating in a decentralized environment
Negotiating budget, talent and timelines
Key Challenge
Balancing competing demands between implementation and sustainment responsibilities until project is complete
Photo Credit: stock.xchng
Sustainment Planning and Organization
HUMAN RESOURCES RESEARCHFINANCESTUDENT
PeopleSoft Sustainment
Operational Management
Advisory
Strategic
Go
ve
rnan
ce
Director #1 Director #2
Technical Lead
· PS Admin. #1
Business Analysts
System Analysts
Technical Lead
· System Analyst #7· System Analyst #8· System Analyst #9
N/A
· Business Analyst #5· Business Analyst #6
· System Analyst #1· System Analyst #2· System Analyst #3· System Analyst #4
· Business Analyst #7· Business Analyst #8· Business Analyst #9
· Business Analyst #1· Business Analyst #2· Business Analyst #3· Business Analyst #4
N/A
· System Analyst #5· System Analyst #6
· Security Analyst #1 · Security Analyst #2
PeopleSoft System
Administrator
Application Security
Administrative Support
Office Admin.
IT SERVICES MANAGEMENT
· DBA #1
· Infrastructure Lead #1Technical Infrastructure
DBAs· DBA #2 · DBA #3 IT Management #1
IT Management #2
· PS Admin. #2
Administrative Systems Advisory Committee
PeopleSoft Operational Working Group
Lessons Learned
Top 8 Lessons Learned
Reporting must bea 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 oftenPlan 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 Directorjim.carse@queensu.ca