How to implement an ERP and still remain friendsCleveland Metropolitan School District & Navigator Management Partners
February 6, 2018
ERP – Acronym that will Change a CIO (Career is Over)
3 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools
Introductions
Tim OberschlakeManaging Director Cleveland Office
Navigator
Rod HoupeChief Information OfficerCleveland Metropolitan
School District
4 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools
5 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools
Agenda
Begin with the End in Mind
Manage the Change
Active Governance
Other Lessons Learned
Proactive Project
Management
6 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools10
▪ Align on Expectations
▪ Define Scope
▪ Define Benefits
▪ Clear Roadmap
▪ Stakeholder Consensus
Begin with the End in Mind
"[Navigator] amasses a great deal of knowledge down to the detail level, but also thinks and plans strategically. [Navigator] always focuses on the best business and organizational outcomes"
-- Associate Vice President, Office Human Resources, The Ohio State University
Begin with the End in Mind
Manage the Change
Active Governance
Other Lessons Learned
Proactive Project
Management
7 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools
Align on Expectations
What problems were we trying to solve?Cleveland Metropolitan Schools has committed to transforming the school district by investing in the CMSD central office to:
• Provide targeted services that are effective and efficient for schools to focus on education and learning
• Ensure that the district hires and retains the best available talent• Efficiently and effectively manage limited resources• Provide best practices and continuous improvement to CMSD support services• Enhance community perception of CMSD• Comply with Federal, State, and Local laws, regulations, policies and guidelines • Support school autonomy
What was our vision for success?The CMSD Workday program will achieve increased operational effectiveness and efficiencies in business processes enabling focused education and learning with flexibility to support future 21st century school initiatives
9 Strategic Imperatives 42 Program Objectives 67 Measurable Success Factors
Strategic Intents
Program Objectives
Success Factors
8 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools
Define Scope
Full Suite Workday Implementation (HCM & Finance) with 71 system integrations
9 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools
Define Benefits
Ability to Focus on Teaching and Learning
• Current, Efficient & Effective Processes
• Workflow Automation
• User Friendly
Breaking Down Silos to Improve Customer Experience
• Integrated Systems: HR, Payroll, Finance & Procurement
• Promotes Collaboration
• Improves Employee Self Service capabilities
Performance-Based Accountability
• Data based decisions
• Flexible, user- friendly analytics & reporting
• Single source of accurate and differentiated data
Aligns with The Cleveland Plan
• Enables Central Office to focus on key support and governance roles
• Data transparency throughout the district
• Timely information aids in school autonomy
Fully Supported
• Shift from technology support to academic enablement
• Cloud solution
• Systems stay current
10 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools
Clear Roadmap
2015 2016
Jul - Sept Oct - Dec Jan - Mar Apr - June Jul - Sept Oct - Dec
2017
Jan - Mar Apr - Jun
Full Workday HCM Suite(HCM Core, Compensation, Talent, Benefits,
Recruiting, Payroll, Time Tracking, and Absence) Trai
nin
g
Go Live Dec 17, 2016
Full Workday Financial Suite(Finance Core, Assets, Cash Management, Cust Accounts,
Expenses, Financial Accounts, Grants, Procurement, Projects, Suppliers, and Supplier Accounts)
Trai
nin
g
Go Live July 1, 2017
Program Alignment
11 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools
Stakeholder Consensus
“I can live with it and support it.”
12 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools10
▪ Change Realities
▪ The Work of Managing Change
▪ Impact of Culture
▪ Adopt Workday Best Practices
Managing the Change
Begin with the End in Mind
Manage the Change
Active Governance
Other Lessons Learned
Proactive Project
Management
13 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools
Change Realities
OCM “Does”… OCM “Does Not”…
Focus on managing the “people” side of change
Use a framework for managing the effect of change
Leverage research on best practices and lessons learned
Minimizes resistance and performance dip
Eliminate resistance
Remove the ‘implementation’ dip
14 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools
Change Realities
Normal and Expected Emotional Rollercoaster of a Major Change Initiative
15 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools
Communications
Marketed the change, encouraging 2-way dialogue to reduce
resistance and barriers to the change
The Work of Managing Change
Change Alignment & Readiness Monitoring
Assessed what’s changing, how big is it, who is impacted Created change strategy, change plan and communication plan Aligned change plans with overall project management plans Prepared the Change Team Monitored metrics & feedback channels Assessed ‘how’ stakeholders were impacted throughout the project
Change Network
Engaged & equipped leaders (at all levels) around a common vision to lead the
change
Training & Knowledge Transfer
Equipped stakeholders with knowledge & skills to perform in their future state
16 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools
Understanding Your Needs
Impact of Culture“Culture Eats Strategy for Breakfast”
-Peter Drucker
17 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools
Adopt Workday Best Practices
Configure Customize
• Be open to change and resist the following:• We’ve been doing it this way for 25 years• It won’t work at our district • It needs further investigation• It’s too much trouble to change• Our district is different• You can’t teach an old dog new tricks• I don’t like it• The regulations say … (show me)• We’re not ready to do something different
18 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools10
▪ Program Team Structure
▪ Active Leadership Engagement
Active Governance
Begin with the End in Mind
Manage the Change
Active Governance
Other Lessons Learned
Proactive Project
Management
19 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools
Program Team Structure
20 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools
Active Leadership Engagement
36% 40%
73%
85%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Sponsor was veryineffective (average
score < 2)
Sponsor wasineffective (average
score between 2 and3)
Sponsor was effective(average score
between 3 and 4)
Sponsor was veryeffective (average
score between 4 and5)
Correlation of sponsor effectiveness to
meeting project objectives
Sponsor effective rating average
Perc
ent of re
spondents
that m
et
or
exc
eeded p
roje
ct obje
ctive
s
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
21 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools10
▪ Cloud Implementation Impacts
▪ Effective use of Project Metrics
▪ Comprehensive Testing
▪ Organize for Long-Term Success
Proactive Project Management
Begin with the End in Mind
Manage the Change
Active Governance
Other Lessons Learned
Proactive Project
Management
22 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools
Cloud Implementation Impacts
23 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools
Cloud Implementation Impacts
• Review project scope
• Develop project work plan
• Define project team roles and responsibilities
• Define communication plan
• Initial Prototype (P0)
• Financial Data Model
• Project Kick-off
• Current Business Practice Discovery
• Conceptual Design Sessions
• Detailed Business Process Design
• Solution/Gap Analysis
• Update Project Charter & Plan
• Document design decisions
• Configuration Prototype (P1)
• Develop Reports & Integrations
• Communicate Tenant Strategy
• Develop Testing & Training Strategy
• Final Configuration Prototype (P2) & Full Data Conversion
• End to End Testing
• Prototype 3 (P3)
• User Acceptance Testing
• Parallel Testing
• Smoke Test for each Tenant
• Training and Roll-Out
• Gold Tenant
• Production Data Conversion & Configuration
• Go-Live Checklist
• Transition to Production Services
• Project Close
TestConfigure
&Prototype
DeployArchitectPlan
Education & Training
Delivery Assurance
Customer Success
24 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools
Effective use of Project Metrics
Steering Committee Program Dashboard• Schedule Performance Index (SPI)
• Cost Performance Index (CPI)
• One Page Summary of Program Status
Finance Procurement Milestones Status Baseline Forecast
Complete / Test all scenarios 11/30/2016 12/23/2016
Unit Test Defect Resolutions (90% Pass Rate) 9/23/2016 1/20/2017
Integration Development & Unit Testing 1/4/2017 1/4/2017
Data Conversions 1/19/2017 1/27/2017
End-to-End Testing Preparation 1/20/2017 1/27/2017
End-to-End Testing 2/16/2017 2/24/2017
Accomplishments Program
Ongoing program governance meetings – Steering Committee
Project team communication meetings
Accomplishments HCM Payroll
Completed integration testing for benefit integrations
Completed deployment planning
Began executing go-live communication plan
HCM Payroll Go-Live
Started Post Production Support
Accomplishments Finance Procurement
Continued to document and test all functional test scenarios – 95% complete
Continued Unit Testing defect resolution process – 63% complete
Completed integration development and testing
Vision Statement
The CMSD Workday program will achieve increased
operational effectiveness and efficiencies in business
processes enabling focused teaching and learning with
flexibility to support future 21st century school initiatives
High Level Plan
December 2016 CMSD Workday Program Status Report
Risks
• Legacy Data – Workday data quality limited by legacy data quality
• Union Contracts – Ongoing negotiation impacts on Workday configurations
• Resource availability – Key resources are being pulled in multiple directions
• Scope creep – Changes to established scope must be managed
• Process changes – Using updated workday processes in lieu of known practices
• Testing – District test lead/coordinator, testing preparation, and testing executionLegend
On Schedule Late
At Risk Complete
CPI ($363K)
Inefficient Efficient
SPI (-2 days)
Project Late Project Early
0.99 1.04
Next Steps HCM Payroll
Continue Post Production Support
Continue executing go-live communication plan
Begin transitioning support to CMSD personnel
Next Steps Finance Procurement
Complete documentation of all test scenarios
Complete the testing of all test scenarios
Complete unit testing defect resolution process (90% pass rate)
Complete preparation for end-to-end testing
Define and link all business processes / test scenarios
Document end-to-end test scenarios
Define and schedule test cycles
Begin end-to-end testing
Trend
Current Phase Workday Milestones – System Selection and Program Alignment
HCM Payroll Milestones Status Baseline Forecast
ESS Training 12/9/2016 12/9/2016
Gold Build 12/9/2016 12/9/2016
HCM Payroll Go-Live 12/17/2016 12/17/2016
Post Production Support 1/27/2017 1/27/2017
Phase Start: 12/10/2016
Phase End: 5/12/2017
Days Remaining: 132
Project Start: 7/7/2014
Project End: 9/30/2017
Days Remaining: 273
Phase Start: 11/26/2016
Phase End: 1/12/2017
Days Remaining: 12
FY2016 FY2017 FY2018
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Program Alignment
HCM & Payroll
General Ledger Phase 1
Finance & Procurement
Control and Monitor
CMSD Workday Program
25 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools
Comprehensive Testing
26 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools
Organize for Long Term Success
Program/Project Manager
Workday Future Project Management Structure
Project Organization – group changes into logical implementation projects
Project Roadmap – project scheduling Project Management – Manage project work Testing Coordination – Test planning /
scheduling
Change Manager
Stakeholder Engagement Communications / Building Project Awareness Project training updates User Acceptance Testing
Workday Payroll Functional Lead
Workday Procurement
Functional Lead
Workday Talent Functional Lead
Workday Finance Functional Lead
Reporting Analyst
Integration Analyst
Security Analyst
Workday Support Roles will have operational and project responsibilities
Certified WorkdayPayroll
Consultant
Certified Workday
Procurement Consultant
Certified Workday
HCM Consultant
Certified WorkdayFinancial
Consultant
Certified consultants used for the following roles Backfill for functional area specialist roles Life line for functional area specialists
Impact Assessments Complex functional configurations (projects)
Note – specific project roles will vary based upon specific project requirements
27 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools10
▪ Functional versus Technical Ownership
▪ Understand your Business Processes
▪ HCM Payroll Business Processes
▪ Finance Procurement Business Processes
▪ Test, Test, and then Test again
▪ Use/Validate Training Materials during Testing
▪ Cross Functional Collaboration
Other Lessons Learned
Begin with the End in Mind
Manage the Change
Active Governance
Other Lessons Learned
Proactive Project
Management
Future StateFinance & ProcurementBusiness ProcessesAs of May 3, 2017
Step 1: Financial Controls Step 2:
Procure
Step 3:Pay
Step 5:Report
Step 4:Settle
The following are Finance setup business processes that provide financial controls for other business processes • Financial Data Model• Budget Development (E)• Budget Structure Config (E)• Grant & Award Setup• Budget Load• Budget Approval • Create a Position (HCM)• Supplier Setup• Supplier Maintenance• Project Setup• Project Maintenance• Customer Contract• Customer Setup• Board Resolutions (E)
The following are employee or vendor facing business processes that capture or update financial business process setups• Budget Amendment• Supplier Portal• Supplier Request• Supplier Change Request
CMSD Responsible Groups:• Budgets & Grants• Procurement• Cash Management, Accounts
Receivable, & Financial Reporting
• Accounts Payable• Office of the CFO
The following are Procurement business processes executed by members of the Procurement team• Budget Check• Issue Purchase Order• Close Purchase Order• Request for Quote• Invitation to Bid (E)• Request for Proposal (E)• Internal Service Delivery• Track Assets
The following Procurement Processes are employee facing business processes• Requisitions• Purchase Order• Cancel Purchase Order• Edit Purchase Order• Change Order• Supplier Contract• Cancel Supplier Contract• Edit Supplier Contract• Amend Supplier Contract• Receiving • Return• Internal Service Order• Internal Service Delivery• Spend Authorization
CMSD Responsible Groups:• Budgets & Grants• Procurement• Cash Management, Accounts
Receivable, & Financial Reporting
• Accounts Payable
The following are Finance facing pay business processes.• Ad Hoc Payments• Supplier Invoices• Payroll Supplier Payments• Garnishment Remittance• Matching
Pay processes are dependent upon the following employee business processes.• Expense Report
CMSD Responsible Groups:• Budgets & Grants• Procurement• Cash Management, Accounts
Receivable, & Financial Reporting
• Accounts Payable
The following are Finance facing business processes• Time & Effort Reporting• Grants Record Keeping (E)• Journal Entries• Period Close• Year End Close• Financial Reporting
• Budgets & Grants• Procurement• Accounts Payable• Internal Audit
The following can also be employee facing business processes• Financial Reporting
CMSD Responsible Groups:• Budgets & Grants• Procurement• Cash Management, Accounts
Receivable, & Financial Reporting
• Accounts Payable• Internal Audit
The following are Finance facing settlement business processes• Asset Disposal• Customer Invoicing• Receive Money• Deposits• Customer Refund• Customer Statement• Load Credit Transactions• Spend Amortization• Bank Reconciliation• Investments (E)• Self Insurance (E)• Debt Management (E)• Settlement
CMSD Responsible Groups:• Budgets & Grants• Procurement• Cash Management, Accounts
Receivable, & Financial Reporting
• Accounts Payable
IT Enterprise Applications will support CMSD functional teams by providing ongoing project management and change management services as well as technical assistance with complex functional configurations, security configuration updates, and complex reporting.
Items marked with an (E) are business processes completed outside of Workday
29
Future StateHCM & Payroll Business Processes
Step 1: Recruiting and Position Control
Step 2:Onboarding & Talent Management
Step 3:Time and Leave
Step 5:Payroll
Step 4:Benefits, Performance and Comp
Recruiting and Position Control processes are dependent on the following manager facing business processes.• Create Job Requisition• Edit Job Requisition• Transfer Employee• Job Change• Promote Employee
The following are Talent facing recruiting business processes.• Evergreen Requisition• Freeze Job Requisition• Close Job Requisition• Create a position• Edit a position• Job Postings• Application Process• Assess Candidates• Interview Process• Create a pre-hire• Create Offer• Hire a pre-hire • Add Additional Job• Assign Roles
CMSD Responsible Groups:• Talent Acquisition• Finance
Onboarding & Talent Management processes are dependent on the following employee facing business processes.• EE Profile Changes• Submit EE Resignation• Delegate Tasks
The following are Talent facing onboarding and talent management business processes.• Onboarding• Background Checks• Licensing• EE Contracts• Health and Safety• Terminate Employee• Add Retirement Status
CMSD Responsible Groups:• Talent Management• Labor and Employment
Time and leave processes are dependent on the following employee facing business processes.• Request LOA• Request LOA Return• Request Time Off• Correct Time Off• Balance Visibility• Enter Time• Approve Time
The following are Talent / Payroll facing time and leave business processes.• Time Off Plans• Carryover Balances• Accrual Calculations• Termination Payout• TT Eligibility Rules• Work Schedules• Holiday Calendars• Assign Pay Groups
CMSD Responsible Groups:• Labor and Employment• Payroll
The following Payroll processes generate results that are employee facing• Print Checks• Print Payslips
The following are Payroll facing business processes.• Earning Codes• Enter Employee Data• Payroll Deductions• Garnishments• Review Payroll Results• 10 Month Employees• Pay Calendars• Run Pay Calculation• Off-cycle Events• Retro Payments• Create Settlement for Pay Groups• Settlement Runs• Review Check Register• Review Direct Deposit Register• Review ACH File• Complete Payroll
CMSD Responsible Groups:• Payroll
Benefits, Performance, and Compensation are dependent on the following employee facing business processes.• Open Enrollment• Process Life Event• Enroll Dependent• Beneficiary Add, Edit, or
Update• Create Goals• Get Feedback• Request Comp Change• Request One Time Pay
The following are Talent facing benefits, performance, and compensation business processes.• Terminate Benefits• COBRA• Retirement Savings Updates• Launch Performance Review• Add Reviewer• Calibration• Rating Defaulting• Print Schedule• Update Union Dues• Salary Plans• Job Profile Edits
CMSD Responsible Groups:• Talent Operations• Talent Impact
30 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools
Q&A
Roderick [email protected](216) 838-0403
Tim [email protected]@clevelandmetroschools.org(234) 521-8648
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