McMaster University Mosaic Our People. Our Project. Summary of Change Impacts Finance & Research...

McMaster University

Mosaic

Our People. Our Project.

Summary of Change Impacts Finance & Research Finance

Reviewed by AVP (Admin) & CFO – Sept. 18/13Circulation to FFAC by End of September – for discussion in Octobers FFAC

September 2013

June 2013 Survey Results on Mosaic Awareness

• We’re less than 10 weeks until Go-Live!• Average awareness of 2.5• 73% of respondents are slightly aware or better

• Why is awareness this low:• Is this reasonable?• What can “we” do to change this?

http://www.mcmaster.ca/home.cfm

3McMaster University - Mosaic

Table of contents

• Provide the Mosaic Change Strategy & Engagement Curve• Introduction and objective – for change impact sharing• Definition and purpose of a change impact assessment• Approach to gather and review change impacts• List of people who reviewed the change impact summary document• Review of impacted work streams in Finance and Research Finance• Detailed summary of high impact changes in Finance• Anticipated role changes in Financial Affairs and Decentralized areas• Next steps

• Supplementary Appendix Information– Detailed approach to gather change impacts– Documentation approach– Primary change impact categories– Degrees of change used for each impact


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Mosaic Change Strategy

Key Points:• An effective OCM strategy is essential to enable the people to embrace and fully realize

the benefits of the new system. • Results of any change effort cannot be achieved without the willing support and work of

those impacted by the change itself. • The more that change plans are fully integrated, the greater the likelihood of a successful

implementation.

Critical Success Factors:• Employees demonstrate an understanding of why the change is happening, they engage

in the solution and stay the course to the next milestone. • Communications build awareness of change efforts and are segmented and customized

for different audiences. • Training vehicles are used to ensure that individuals are well supported and able to

perform job tasks post implementation.

McMaster University - Mosaic


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Financial Advisory Leaders Success Strategies

Successful Leadership Behaviours Leaders demonstrate unified sponsorship: sustained beyond formal agreement

Establish and communicate the business context and rationale

Participate in shared goal setting – together we “own” the new system

Promote genuine openness, identify concerns fairly

Make difficult resource decisions together to see the project through

Develop “our” people – giving opportunities within

Develop sponsorship throughout and across all areas of the University

Be flexible when it’s critical to the success of our people and/or our project

Understand the change impacts and create a climate for change

Support and encourage recognition

Encourage teamwork, cooperation and integrative thinking

Stimulate critical thinking in others



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Mosaic Change Strategy

Change management (based on Change Leadership, John Kotter’s, 8 step change model):

1. Increase Urgency: Align stakeholders to a common goal of supporting the organization's transformation journey. Done - Financial Forum 2011.

2. Build the Guiding Team: A high performing project team to foster effective teamwork and decision-making Mosaic Steering Committee

3. Get the Right Vision: Engage stakeholders in building a consensus future-state vision to meet requirements and support organizational strategy.

4. Communicate for Buy-In: Help employees understand the transformation and what it means for them. Facilitated through advisory committees.

5. Empower Action: Training people on what they need to know, when they need to know it and support them to hone the new skills.

6. Create Short-term Wins: Celebrate project milestones along the way. Identify quick wins after Go-Live which will reinforce success.

7. Don’t Let Up: Ensure continual communications and involvement of leaders at all levels pre and post Go-Live to demonstrate commitment.

8. Make it Stick: Identify organizational incentives/mechanisms to reinforce changes in behaviour (e.g., performance measures/KPIs, etc.). Continue to support employees, both end-users and project team members, following implementation with knowledge/training support, reinforcing messaging and leadership support.



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Mosaic Engagement Curve




Introduction and objective

The purpose of this document is to:

• Present a summary of the changes identified during the high-level impacts sessions

• Discuss possible changes to roles / addition of tasks in:– Financial Affairs– Decentralized departments across campus

• Present possible change management, communications and training activities to proactively plan for the high-impact changes identified

Note: This document is not intended to provide a thorough analysis of stakeholder issues but reflects those key ‘high impact’ areas that will be of importance to end-users in departments and/or offices across campus


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Mosaic Changes for Finance

December Go-Live:• The finance community will see a replacement of several outdated systems

currently in use as well as an introduction to new modules and functionality that are currently not available (e.g., AR module).

• Primary Change: the main accounting system, FAS, will be replaced by a cohesive PeopleSoft suite that will provide integrated modules; G/L, A/P, purchasing, A/R, project costing as well as a new budgeting tool, Hyperion.

• Further change: affects affiliates, ancillaries and users with unique processes

who need integrate their systems that will remain after the go-live phase.

• New Features: Such as, canned reports, drill down capability through to the sub-ledgers and budget modelling, will be exciting management tools but might initially seem overwhelming to end-users unaccustomed to real time reporting.




Definition and purpose of a change impact assessment

What is a Change Impact Assessment?• A summary of the expected changes that may result from the implementation of

PeopleSoft and how those changes will affect faculty, staff, and/or students• Identifies change impact areas that should be addressed in order for the project to move

forward effectively• Identifies high-level impacts and degree of change by functional area to allow the

functional areas, along with additional support from the OCM team to plan and target critical areas

Why conduct a Change Impact Assessment?• Identify changes to work activities, processes and jobs• Enable targeted communications by population group (e.g., faculty, staff, students)• Identify special training requirements needed to prepare end-users for the change• Help leaders guide people through the change, by understanding where the major

changes will take place• Begin a meaningful discussion with faculty, staff and students around the impacts

of the change – a discussion that will continue past the initial go-live for Finance



The approach to gather change impacts for Finance and Research Finance• The impacts outlined on the following pages were identified, reviewed and validated by

Finance and Research Finance project team members, Functional Leads and Functional Chairs – further insight from Advisory Committee members will round-out this document.

Interviews

• Interviewed Functional Leads and project team members to understand high level impacts

• Documented the high level impacts on the Mosaic Change Impacts Tracker

Assess current state and to-be processes

• Conducted detailed reviews of current state and to-be process maps (Industry Print) to understand changes to specific Finance and Research Finance processes

• Reviewed design executive summaries prepared for and approved by Functional Chairs

Review and validate changed identified

• Reviewed and validated detailed change impacts with project team members and Functional Leads

• Please see the next slide for detailed list of reviewers from the Finance project team

Identify leader & support OCM tactics for high

impact changes

• Identified leader * supporting OCM tactics for high-impact changes

• Solicit broader stakeholder input from the advisory teams.

• Present findings to Functional Leads and project team members

The process to gather, review and validate change impacts…


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Project team members reviewed and validated the information in this summary

• The summary of change impacts was reviewed by the Finance project team:

– Functional Chair• Dee Henne

– Functional Leads

• Lou Mitton, Jerry Strader

– Project Team

• Accounts Payable, Procurement and T&E– Terri Wetton, Josh Chapman, Shakir Shaikh

• A/R Billing– Debbie Weisensee, Nicholas Pegg

• General Ledger and Commitment Control– Stacey Farkas, Carlos Evans

• Project Costing– Kathleen Blackwood, Dan Goodstadt



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Review of impacted work streams in Finance and Research Finance

• The December 2013 go-live will see the implementation of Finance and Research Finance (Post-Award) modules– Finance will see the implementation of 6 modules– Research Finance will see the implementation of 1 module but will be heavy users of

PeopleSoft Financials

Finance

Grants AwardsAccounts Payable

Procurement

Accounts Receivable /

Billing

General Ledger and

Commitment Control

Project Costing

Travel and Expenses

Research Finance (Post-Award)

GO LIVE: December 1, 2013




Summary of high impact changes in Finance



Accounts Payable: detailed summary of high impact changes

• The following tables describe the high-impact changes and the suggested OCM activities to address each change identified

Process Change Impacts (Technology, Process, People)

Functional Lead & OCM Response

Voucher Entry (PO and non-PO)

Technology• Oracle Cheque Requisition will be

eliminated

Process• Vouchers will be entered by Accounts

Payable (PO) and identified users in departments (non-PO) across campus.

• Supporting invoices will be scanned to attach to the voucher. This may be viewed as a workload increase, but it eliminates copying, printing and mailing paperwork for hand-signatures.

• For Non-PO vouchers the replenishment of petty cash will be a new process

People• New Voucher Entry roles have been

created for this process

Communication • The Voucher Entry roles will need to be

communicated as a replacement to roles doing Oracle Cheque Requisition.

• Unions will need to be notified of the new requirement to scan and attach receipts to the voucher (instead of traditional copying, printing, manual attaching, and signature routing)

Training• The Voucher Entry role requires training to

include training on scanning and attaching invoices/receipts



Accounts Payable: detailed summary of high impact changes (continued)Process Change Impacts

(Technology, Process, People)Functional Lead & OCM Response

Withholding (T4A and T4A-NR)

Process• Departments will be required to fill out the ‘supplier

request’ form (new) and send it to Strategic Procurement for processing

• System workflow may decrease work load for departments and Strategic Procurement

People• The issue of a T4A or T4A-NR will depend on

whether or not the supplier is a resident or non-resident. – Resident: departments will go through the ICQ

process to determine if it’s an independent contractor or existing employee relationship. If the supplier is new to McMaster, the supplier will be set up as a new vendor in PeopleSoft , at which point the T4A will be done

– Non Resident: departments will process visitors (or non-residents) through the T4A-NR process

• The process to check will be a joint responsibility between Accounts Payable, Strategic Procurement and departments (like today); Consultation with HR will also be part of the process

Communications• Department managers / supervisors will

need to be made aware of the role for T4A/T4A-NR processing

• Changes to the current ICQ process will need to be communicated

Training• Training will need to include information

on T4A and T4A-NR, including the process for setting-up suppliers in PeopleSoft

Job Design• Department managers / supervisors will

need to ensure that the T4A or T4A-NR assessment is manageable post training

Performance Support• Departments may benefit from a job aid

that explains the difference between a T4A and T4A-NR along with the associated processes



Accounts Receivable / Billing: detailed summary of high impact changes


Function Lead & OCM Response

Create Manual Bills and Process Bills

Technology• Current State: Many disparate systems (e.g., shadow systems &

access databases) exist for managing payments & receivables• Future State: areas will migrate to the A/R Billing module (e.g.,

Nuclear Reactor, Conference Services, etc.)

Process• End-users will enter billing information directly into PeopleSoft

A/R to manage payments and receivables

People• PeopleSoft language with respect to billing &receivables will be

new to many individuals across campus• Segregation of duties will need to be required

Communication• Given the differences in the degree of

change impact the A/R Billing system presents different adopters (e.g., Nuclear Reactor, Conference Services, etc.), Communication will be required to summarize changes affecting each group.

Training• Training will include a terminology sheet

for individuals responsible for creating / processing manual bills in the system.

Process Unbilled Receipts

Technology• The people who currently use MVS OnLine Cashiering will use

PeopleSoft A/R Billing to process unbilled receiptsProcess• Those not using PS non-student billing in December , but who

currently use online cashiering ,will switch to depositing unbilled receipts in PeopleSoft (e.g., processing e-Select payments through Moneris)

People• Departments & offices across the University collecting payments

will be impacted by this process & technology change

Training• The A/R Billing ‘Create Deposit’

course will need to cover the change in process for decentralized users who collect payments.



Accounts Receivable / Billing: detailed summary of high impact changes



Grants Billing

Technology• PeopleSoft A/R/Billing will be used to

process billing and receipts for Research

Process• The process for Research billing will

change with the introduction of PeopleSoft

People• Research accountants in FHS will be

responsible for reviewing the billing worksheet prepared by the administrative coordinators in each FHS department

• Research accountants in McMaster Research Finance and FHS Research Finance will be responsible for billing, with separate individuals identified to handle cashiering

• Segregation of duties is required

Communication• A demonstration of the new A/R billing

system should be provided to accountants in FHS in advance of formal training so that they are familiar with the system and associated screens

Training• A quick reference guide / job aid will be

created for individuals in McMaster Research Finance and FHS, Research Finance that walks through the grants billing processes in PeopleSoft



General Ledger: detailed summary of high impact changes



Create and Process Journals

Technology• At Finance go-live FAS use will be eliminated • An ‘upload spreadsheet entry’ tool will be made

available to upload journal information through Excel

• A new tool that will map current FAS accounts to PeopleSoft chartfields will be available to end-users

Process• McMaster current account structure will be

eliminated & a new chart of accounts will be adopted, featuring more digits and more fields

• Required approvals will be routed using workflow• Increased automation and an improved GL design

may decrease the number of journals that need to be processed (which will decrease work load and the time spent filtering through paper)

People• Financial system end-users across campus will

need to be aware of the new chart of account structure and associated terminology (e.g., chartfield string)

Communication• The automated workflow process for approvals

will require communication to approvers

Training• A terminology guide will be created for the new

McMaster financial nomenclature• A tool will be created that maps the new chart of

accounts to old. A quick reference card or job aid should be created to walk users through how to use the new ‘FAS Account to PeopleSoft chartfield tool ‘

• A job aid will need to be created to walk users through how to upload a spreadsheet entry into the new system

Performance Support• A quick reference card explaining the new chart

of account structure and account codes should be created and distributed to all financial system end-users



General Ledger: detailed summary of high impact changes (continued)



Review Financial Information

Technology• FAS will be eliminated with the implementation of PeopleSoft• Many people currently use excel documents to keep track of detailed

information about a given transaction – with PeopleSoft, the use of shadow systems may diminish

• Currently, end-users are able to create their own reports, moving forward many reports will be available AND the ‘request query’ form will be required to obtain new specific reports (which will be reviewed against the existing available reports to avoid duplication)

Process• The University will move from a ‘thick’ GL to a ‘thin’ GL with

transactions available in sub-ledger modules accessible online using drill down capability

• nVision Super Users will be able to develop reports via self-service as opposed to a request through UTS

• The ability to access financial information on one integrated system will likely result in a decreased workload (in terms of time searching and tracking down information) for many financial system end-users

People• Individuals identified as ‘nVision Super Users’ will be asked to develop

reports

Communications• A communication that

explains what a ‘thin’ GL is will be valuable for new McMaster financial system end-users. Note: recall a thin GL relies and links to the detailed information in our integrated sub-ledger modules.

Training• Training should include

the ‘request query’ form



General Ledger: detailed summary of high impact changes (continued)



Manage Open Items

Technology• FAS will be eliminated with the implementation of PeopleSoftProcess• Personal Development Allowance (PDA) will be managed

through open item functionality by employee in PeopleSoft in the “interim” before HR go-live

• Travel & Expense, Accounts Payable, the Bookstore and HR will provide information for PDA expenses, and balances will be managed through open items and the PDA program in the interim, and then will be managed through the HR system after it is implemented (in 2014)

Training • Training will include the purpose and

use of open items, in addition to the new process for PDAs

Month and Year End

Technology• FAS will be eliminated with the implementation of PeopleSoftProcess• The use of adjustment periods (not currently used) will change

the way month and year-end is processedPeople• The responsibility for ‘year-end closing’ is currently a joint

responsibility between Data Control in UTS and Central Finance.

• Moving forward, the responsibility for year-end closing will fall under Central Finance

Training• Training will include an explanation of

adjustment periods and the impact on month and year end closing

Job Design• Central Finance may want to review

the current role for ‘year-end closing’ to ensure that the additional responsibility (absorbed from UTS) will not impact the time available for other tasks



Procurement: detailed summary of high impact changes



Requisition Creation

Technology• Current hard copy purchase requisition forms will be eliminated;• Purchase requisitions will be created online

Process• Current State: complete hard copy requisition, scan/mail to Strategic

Procurement (with supporting quotes/invoice/back-up) who enters the requisition into Walker & creates the purchase order (PO) [duplication of effort]; hard copies are routed manually for signatures.

• Future State: online requisition and scan/attach supporting documents with automated approval workflow; impact decreased workload for the end-user, paper-handlers, authorizers and Strategic Procurement

• For all purchases: the requisitioner of goods or services is accountable for adhering to the strategic purchasing policy (SP-01) by attaching the right number of quotes or single/sole source justification.

• Purchases less than $50,000: Strategic Procurement will conduct a value-for-money sample based ‘spot-check’ twice a day before the purchase order is dispatched to the supplier AND conduct a post-PO sample-based compliance check to report compliance by Faculty/area

• Purchased greater than $50,000: Strategic Procurement will perform 100% SP-01 compliance check before PO.

People• Individual accountability built into the pre-existing execution of instruments is

reinforced in the systems design.

Communications• Communication

about accountability should be emphasized in training.

• Note: this accountability is no different than the University’s existing ‘Execution of Instruments’ from 2011 and the revised version in 2013.



Procurement: detailed summary of high impact changes (continued)



Supplier Creation and Maintenance

Technology• The ‘supplier request’ form will be used to create a new supplier

Process• System supplier creation will decrease the work load for those

people who are using paper-based forms today

People• A Strategic Procurement role will administer & manage new/existing

suppliers.• Departments will complete the supplier request form for “new”

supplier s (not in the system), a supplier must exist to create a requisition or non-PO voucher

Training• The ‘Supplier Request’ form will

need to be included in training

Job Design• Strategic Procurement role will

manage the master vendor file • The current structure of Strategic

Procurement may need to be assessed to determine who (or which role) in the department will manage the master vendor file.

Requisition Approval

Technology• Hardcopy approvals will be eliminated with automated workflow.Process• The Execution of Instruments (EOI) updated authority matrix will be

automated with workflow. Strategic Procurement thresholds are currently under review

• Requisition support will need to be scan/attached to requisitions.• Workflow approval processes will decrease the time spent printing,

routing, and hand-signingPeople• Account owners will need to understand the ‘Execution of

Instruments’ authority matrix & thresholds, accountabilities remain unchanged at the individual level (section II of the EOI)

Communications and Policy / Procedure• People designated as ‘approvers’

will need to understand the ‘Execution of Instruments’ and associated processes for approvals






Receiving Technology• Goods delivered directly to end-users will be require end-

users to do the receiving in PeopleSoftProcess• Goods received will be managed & entered into

PeopleSoft by the end-user if delivered directly as opposed to General Receiving (the current process).

People• Departments will take on a larger role in managing &

tracking the delivery of goods that are not sent through the Hospital or General Receiving

Training• The requestor of the good will need to

be aware of how to create purchase orders in the system and how to “receive” in the system if goods are directed to be shipped directly to the end-user.

Systems Contracts

Technology• Current state: suppliers provide a spreadsheet (w/invoice

numbers, applicable taxes, etc.) to Strategic Procurement.• Future state: supplier spreadsheet will no longer be

required since supplier information will be in PeopleSoftProcess• The Accounts Payable supplier contracts upload in the

system will no longer be required• The manual processes associated with checking &

uploading supplier data will not be requiredPeople• Strategic Procurement will be responsible for managing all

supplier contracts

Communications and Policy / Procedure• Departments & Faculties will be able

to place orders off systems contracts set-up by Strategic Procurement.

Job Design• The current organizational structure of

the department may need to be reviewed to identify which buyer(s) will assume this responsibility






Procurement Contracts

Technology• Current State: manual process • Future State: people will use PeopleSoft Contract Management

Process• Individuals will complete a requisition using the origin ‘CON’, the

requisition will workflow to Strategic Procurement to produce a contract from the Purchase Order information.

• The purchase order will become a contract and dispatched to suppliers

• Long-term contracts will not require annual requisition creation (like today)

People• A reduction in workload is expected in some areas, people will no

longer need to create annual renewal/continuation requisitions• Strategic Procurement will issue contracts with standard terms and

conditions that will be set-up based on the duration of the contract period.

Training• Departments /

end-user will need to remember to use the origin ‘CON’ so that contract is sent directly to Strategic Procurement



Project Costing: detailed summary of high impact changes



Define Project Scope, Resources, Tasks and WBS

Technology• Both FAS & TFAIS (used for Trust) will be decommissioned• Facilities Services will use project costing for capital management • PeopleSoft projects will require that users obtain manual

approvals for changes in project status – a form may need to be created to capture these changes

Process• The number of available project statuses will increase • More statuses will result in more control but will also require more

maintenance as the status will need to be updated on a regular basis

People• No people changes have been identified

Training• The form used for manual

approvals will need to be included in training

Launch and Manage Project Tasks and Schedule

Technology• TFAIS (used for Trust) will be decommissioned• Manual excel reports will no longer be needed replaced by

PeopleSoft project reportingProcess• Users may be able to spend more time analyzing project data and

less time performing manual tasks People• Users in Trust, Research Finance, and Facilities will need to

understand reporting capabilities in the new system

Communications• Individuals using project

costing will need to be made aware of increased email communication resulting once a project status is open in the system

Training• Training will include

reporting to ensure that users are aware of the delivered reports



Project Costing: detailed summary of high impact changes (continued)



Procure Project Materials and Services

Technology• All purchase requisitions and resulting

purchase orders will occur through PeopleSoft at December’s go-live.

Process• Individuals in Facilities will use the

PeopleSoft procurement module (not AIM) to process and complete purchase requisitions

People• Individuals will need to learn the

procurement module in PeopleSoft.

Communication• A communication should include the

benefits of using PeopleSoft procurement as it integrates information into Projects enabling better reporting capability.



Travel & Expense: detailed summary of high impact changes



Cash Advance

Technology• Current State: cash advances through payment request will cease. • Future State: cash advances will be via corporate credit cards Process• Cash advances will occur via ATM on corporate cards• On an exception basis researchers (PIs) can receive cash advances as

an encumbrance on their account• A new procedure will be developed to process exceptions People• Individuals will be responsible for reconciling cash advances when

completing their expense reports• Accounts Payable will monitor the un-reconciled funds• Individuals in Accounts Payable will need to understand the new

processes associated with reconciliation queries

Communication• Researchers

(PIs) will need to understand the new process around exceptions to the new cash advances process.

Training • Optional: pre-

approval for travel outside of ‘normal’ business

Travel Authorization

Technology• No technology change has been identifiedProcess• Travel authorizations will be optional for exceptions to current policy• Currently, travel authorization for travel outside of ‘normal’ business is

granted via personal conversation, email, etc. Moving forward, system pre-approval will be optional because of its system audit trail.



Travel & Expense: detailed summary of high impact changes (continued)


OCM Response

Expense Reports

Technology• Current state: Oracle ‘payment request form’ for expense

reporting.• Future state: PeopleSoft TNE module will receive a direct feed

from the credit card company for individual expense reconciliation (expense report submission) and using HR hierarchy in MacVIP approvals will be received using workflow.

Process• Individuals will be required to reconcile their expense submission

and scan/attach receipts for workflow approvals. • Original receipts will be sent to AP for match reconciliation and

destruction (this step will not delay expense processing).

People• People required to scan/attach their receipts • Self-service is available to complete expense reports should the

user want to do it this way (alternatively, the user can delegate expense reporting e.g. admin. Assistant, or grad student)

Communication• Individuals will need

to scan/attach receipts.

• AP will need to match originals to system scans before destroying hard copies (the system scans will represent the audit trail originals once matched).



Anticipated role / task changes in Financial Affairs and Decentralized areas across the University


• The changes occurring in the Accounts Payable and Travel & Expense modules will impact tasks in the Accounts Payable department in Financial Affairs

Finance / Research Finance module

Faculty / Department / Area

Roles Impacted

Existing Task or New Task

Description of Impact / Task

Accounts Payable

Financial Affairs – Accounts Payable

AP Senior Manager and Assistant Supervisor

New Task

• This role will be responsible for processing internal and external voucher interfaces via PeopleSoft

Travel & Expense

Financial Affairs –Accounts Payable

AP Associate, Travel

Existing Task

• The AP Reimbursement Specialist will be responsible for reconciling cash advance spend against the cash advance application for Researchers (PI)

Accounts Payable: anticipated task changes


Accounts Payable

Senior Manager

• Assistant Supervisor

• Associate, PO

• Associate, Cheque Requisition (2)

• Associate, Travel (2)

• Associate, Document Control

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• The changes occurring in the Procurement module will impact tasks in the Procurement Services department in Strategic Procurement


Strategic Procurement: anticipated task changes

Strategic Procurement

Acting Director

• Senior Procurement Specialist

• Procurement Specialist (3)

• Procurement Assistant

Procurement Services

Manager



Roles Impacted



Procurement

Financial Affairs – Strategic Procurement

Procurement Assistant

New Task • Strategic Procurement will be responsible for supplier management

Procurement

Financial Affairs – Strategic Procurement

Procurement Specialists (buyers)

Existing Task

• Strategic Procurement will have an enhanced compliance reporting role

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Note: Further discussion regarding which roles will be impacted in Strategic Procurement will need to occur


Financial Services

Director

• System Support / Data Control

• System Assistant

• Supervisor (2)

• Accounting Assistant (2)

• Bank Reconciliation

Accounting & Control

Manager


• The changes occurring in the General Ledger module will impact tasks in Financial Services

Financial Services: anticipated task changes



Roles Impacted



General Ledger

Financial Services – Accounting & Control

Data Control

Existing Task / New Task (GL Super User)

• Responsibility for closing year-end is currently held between UTS and Central Finance. Moving forward, Central Finance will assume more responsibility for year-end closing, reconciliation processes and information analysis

General Ledger

Financial Services – Accounting & Control

N/A (does not exist today)

New Task • Accounting & Control will share responsibility for benchmarking and driving the overall financial reporting strategy

33



Decentralized departments across campus: anticipated task changes

Decentralized Finance departments (e.g., School of

Business)



Roles Impacted



Accounts Payable

Procurement

Departments across campus

Administrative Coordinators / Support Staff

Existing Task / New Task

• The Department Process Specialist will be responsible for the requisition of goods and services based on Managers requirements.

• Receiving direct orders to be segregated from requisition role (for direct receiving).

• Non-PO payments (e.g., voucher) and travel expenses

• Additional responsibilities will include a better understanding of when to apply the T4A or T4A-NR assessment for services

• The changes occurring in every one of the six finance modules will impact tasks in the faculties and departments across campus

Financial Affairs

AVP (Admin) & CFO

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FFAC – key decentralized department role to consider here.



Decentralized departments across campus: anticipated task changes (con’t)

Decentralized Finance departments (e.g., School of

Business)



Roles Impacted



Billing Departments across campus

Cashiers Existing / New Task

• Changes to security and enhanced controls (i.e., segregation of duties) will result in cashiers not being able to BOTH receive cheques and process cheques (being responsible for both actions will breach the segregation of duty rules)

Financial Services

Director

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Next steps

• Share document with project team members for validation • Revise the document based on feedback received from Finance Functional Chair

• Share document with FFAC for pre-September meeting reading – Questions regarding this document should be sent to the FFAC Chair to collate and collect

responses/update this document for October’s meeting.– Members of FFAC should share this document within team meetings with individual who have any

of the financial functions identified in this deck

• WHY: This provides early insight into potential change impacts and allows for early feedback collection or idea suggestion to enhance the roll-out program.

• Assign resources to each tactic to ensure that the change impact is addressed• Follow-up with Financial Affairs and decentralized departments to discuss resource for December and

post-go-live.



Appendix



• The change impact assessment for Mosaic ran through the common design and build phases of the project - High-level Impact Assessment – provides insight into the initial impacts gathered through interviews

with functional teams following fit-gap workshops- Detailed Impact Assessment – identifies high impact areas in each functional area based on decisions

made in the design / build phase

Detailed approach to gather change impacts

• Interview Functional Leads / SMEs to understand high level impacts

• Identify gaps in information and areas for further questions

• Populate Mosaic change impacts tracker with impact information

• Summarize initial change impacts in preparation for review with Functional Chairs / Leads

1. Initial High Level Assessment

• Review impacts with Functional Chairs / Leads to confirm findings

• Develop initial action plans to address impacts

2. Validate

• Review initial high level impact assessments with functional team

• Review finalized process maps and other relevant information

• Document detailed impacts• Collect input from functional

team members on detailed impact assessment

• Summarize detailed change impacts and confirm with functional team members

• Identify highly impact areas

3. Detailed Impact Assessment

• Recommend action plans for high impact areas

• Prepare summary based on findings

• Present findings to functional leads / chairs / SMEs

• Capture additional changes and/or concerns from meeting

4. Action Plan

• OCM team• Functional leads / SMEs

• OCM team• Functional Chairs /

Leads

• OCM team• Functional teams• University Stakeholders• Design documentation (e.g.,

Industry Print)

• OCM team• Functional Chairs /

Leads• University StakeholdersIn

pu

tsA

cti

vit

ies

We are here

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• The change impacts were documented using the ‘Mosaic change impacts tracker’ • This template tracked:

- Project work stream- General description of process- Degree of change (high, medium, low)- Primary and secondary stakeholders affected- Description of change (e.g., process, technology, people)- Area of potential change (e.g., training, communication, change management)

Documentation approach

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• Change impacts were categorized into three broad areas – process, technology and people

Primary change impact categories

TechnologyTechnology Change

• Anticipated change to the current technology applications / programs (i.e., current system will be decommissioned for PeopleSoft)

New or change to Forms / Tools (e.g., excel spreadsheets)

• Anticipated changes to tools, such as new or revised forms, that will be required to carry out the new processes

ProcessProcess

• Anticipated process changes, including following new or revised processes in addition to or in place of existing processes.

Work Volume Change• Anticipated changes to the volume of work (i.e., an increase/ decrease

in work loads)

Automation • Processes that were once manual are now automated

PeoplePeople (Change Mgmt Issues)

• Anticipated culture changes and changes to entrenched behavior that will be required in the new environment, changes in the way people manage their work/routines, preferences

• Anticipated changes in responsibility or perceived prestige of the role

Job change or new role

• Role changes - anticipated changes to existing roles or the addition of new roles

• Anticipated changes in accountability or reporting relationships, the number of people required, the location where work is performed

New Skills and Knowledge Required

• Anticipated that new skills and/or knowledge will be required of end-users based on role changes, new technology, new process, etc.

Non-Mosaic users impacted by process change

• Although not directly affected by PeopleSoft, non-Mosaic users may need to understand the process changes

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• Each process was determined to be either high, medium or low based on how different that process will be in PeopleSoft

• Appropriate OCM tactics (e.g., training, communication and/or change management activities) will be identified to target the high impact areas noted during the assessments

Degrees of change used for each impact

High Medium Low

Significant change to the impact type in terms of what is done today versus what will be required in the future, which will require follow-up for further understanding

Some change to the impact type involving some adjustments from what is done today versus what will be required in the future, which may require follow-up

Minor changes to the impact type; what is done today will be similar to what is done in the future, which will not require follow-up at this point in time.

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McMaster University Mosaic Our People. Our Project. Summary of Change Impacts Finance & Research...

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