ENTERPRISE SYSTEMS

Shauna Cox

May 31, 2012

Presented to DePaul University Enterprise Systems Class

Introduction

• 20+ years Information Technology

– Strategic Planning

– Project Management

– Information Security

– Application Development

– Infrastructure Management

• Director, Information Technology Services (4 years)

Agenda

• Chicago Housing Authority / ITS Dept.

• Major Enterprise Applications

• Use of ERP System(s)

• Enterprise-Wide System Implementations

• Future Plans

• Questions

Chicago Housing Authority • Largest Owner of Rental Housing

in Chicago

• 3rd Largest Housing Authority in U.S.

• Serves over 50,000 families & individuals – 20,000+ Public Housing Units

– @ 37,000 Housing Choice Voucher families

• Plan for Transformation

Information Technology Services • Department Functions include:

– Application Development

– System Administration

– Helpdesk

– Network Infrastructure Management

– Project Management

• Comprised of: @ 45 Employees

• Serves: 2000+ Users

• Supports: Approximately 75 Sites

• Asset (Property) Management

• ERP System

• Document Management

• Construction Management

Major (Core) Applications

• Electronic Collaboration

• CRM System

• Data Warehouse

Major (Core) Applications

Source: http://www.tech-faq.com/erp.html

System Interaction

Asset Management

Data Warehouse

ERP System - HR - Procurement - Finance

Document Management System

Construction Management

Electronic Collaboration

CRM

CHA

ERP System

• Project Justification – Integrated solution – Eliminate silo systems – Automate manual processes

• Phased Approach (2 phases) – Human Resources Module (2005) – Finance & Procurement Modules (2006)

• Length of project: 2 years • Cost: $7 million • Co-sourced • 3 major upgrades since initial

implementation

Benefits

• Streamlined processes

• Comprehensive source of record for information

• Better control and management of data

• Supports defined roles

Challenges

Discussion Basis: Course Reading / Article

• ERP Mistake #3: Not understanding or using key features.

• ERP Mistake #4: Underestimating the time and resources required.

• ERP Mistake #5: Not having the right people on the team from the start.

• ERP Mistake #7: Not investing in (continuous) training and change management.

• ERP Mistake #10: Not decommissioning legacy applications.

Source: http://www.cio.com/article/print/702989

Enterprise-Wide System Implementations

• CRM

• Electronic Collaboration

CRM

• Project Summary – Deployed SaaS solution to provide an integrated system

which tracks client information, facilitates case management & supports funds management.

• Primary Stakeholders – Resident Services

– Housing Choice Voucher Call Center

– Grants Management

• Cost: $1.3 m.

• Project Duration: 10 months

CRM Goals

• Provide an integrated enterprise client tracking solution which serves the following purposes:

– Client tracking & case management for Resident Services programs

– Contract management of service providers

– HCV Call Center System for clients & landlords

– Ability to track contacts, fundraising prospects & grants information for Corporate Relations & Grants Management

• Leverage existing system platform

• Implement a system that is scalable and easy to use & maintain

• Provide effective reporting & trending capability

CRM

Victories

• Project completed / implemented

• Stakeholder satisfaction

Challenges

• Requirements gathering / documentation

• Scope & Role clarity

• Integration

Electronic Collaboration • Project Summary

– Launch / re-launch enterprise-wide intranet / portal and selected extranet-based sites to serve as a platform for:

• Communication

• Workflows

• Electronic collaboration

• Document management

• Executive Sponsor – Communications

• Budget: Up to $750 K

• Expected Project Duration: 1 year

Project Goals

• Implement a cohesive, integrated suite of tools and services that help facilitate internal & external communication

• Enhance / establish company-wide intranet for use by divisions / departments

• Reduce paper handling

• Enhance enterprise governance for portal management

Electronic Collaboration

Victories

• One initiative implemented

• Stay tuned…

Challenges

• Requirements gathering / documentation

• Managing perception & user adoption

Lessons Learned • Clear Requirements

• Role Clarity & Accountability

• Incremental Approach Success

• Change Management

• Senior Level Support & Active Advocacy

Future Plans

• Strategic Planning

• Optimization of Existing Systems

• Enhanced Integration / Consolidation

• Complete Current Initiatives (i.e., Electronic Collaboration)

• Embark on New Initiatives (e.g., New ECM System)

QUESTIONS?