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Financial Management System Replacement
Project Café Update
Kellogg Monthly Staff MeetingMarch 15, 2006
Presented byDebbie Brodsky and Adair
WaldenbergProject Café / Sr. Functional
[email protected]@northwestern.edu847.467.1544 (Debbie)847.467.0119 (Adair)http://cafe.northwestern.edu
• Introduction• Project Goals• Project Organizational Structure• Project Timeline and Status• PeopleSoft Financial Modules• Chart of Accounts Update• InfoEd Selected for Pre-Award Administration• Project Next Steps
Project Café Presentation Agenda
•What is Café? The project also known as the ‘Financial
Management Systems Replacement Initiative’ An acronym for:
C omprehensiveA ccess toF inancials for theE nterprise
Project Café Introduction
Three Concurrent IT Initiatives
1. Data Warehouse
2. SNUPER (Research Data Integration and Access / RDIA)
3. Project Café
Replace NU’s current financial system, CUFS, with a more robust, easier-to-use tool
Gather feedback and input from representatives at all levels of schools and departments, ensuring that the project is focused toward the needs of the NU community
Re-engineer and improve financial business processes Implement a new system for administration of
sponsored research Implement new software to provide additional
functions, such as for enhanced budget preparation and planning
Integrate with the existing systems and the Snuper (RDIA) and Data Warehouse efforts
Project Café Project Goals
• Communicate frequently through The project web-site: cafe.northwestern.edu Regular newsletters ‘Meet and Greet’ and brownbag events Presentations at regular meetings of various campus groups Articles in the Observer NU Bulkmail updates
• Ensure the quality of what we deliver to the NU community Hire a Quality Assurance Coordinator Develop test scenarios with users before development
begins Conduct lengthy ‘user acceptance testing’ in 2007 before
going live Apply a requirements-based, user-focused approach
Project Café Project Goals
• Provide extensive training and comprehensive documentation Hired a training manager and two trainers Purchased web-based training software to supplement classroom
training Provide extensive on-line and print documentation and quick
reference guides Provide frequent and on-going classroom training,
starting before we go live
Project Café Project Goals
Project Café Project Organizational Structure
Office of Change
Management
ASIAC**
ESEC*
Project Director
FMS Advisory
Committee
ConsultantsTechnical Committee Project
Team
Technical Workgroups(e.g. Local
Management Systems)
Functional Workgroupsand Design
Teams
Functional Steering
Committee
* Enterprise Systems Executive Committee
** Administrative Systems Initiatives Advisory Committee
• Financial Management Systems Advisory Committee (FMSAC) Provides overall counsel to Project Director Comprises senior representatives from schools and central administration Reviews the work of the Functional Steering Committee and Technical Committee Provides guidance on requirements for the implementation Provides guidance on priorities, resource availability, and planning Reviews and approves suggestions for business process improvement Reviews and recommends policies related to the design and implementation of the new system Charters workgroups, and determines workgroup chairs, as needed to gather requirements and produce gap-fit analyses
Project Café Project Organizational Structure
• Senior Functional Specialists Provide leadership and guidance, taking a decision-making role for
their unit/ area Provide input from their unit/ area’s perspective Attend their unit/ area’s regular meetings to ensure two-way communication between their unit and the project Perform out-reach to members of the NU community Perform business analyst tasks on the project We are:
Debbie Brodsky, formerly of Feinberg School of Medicine Jim Elsass, of Budget Analysis, Planning & Allocation Ellen Feldman, formerly of Institute for Policy Research Carol Henes, formerly of McCormick School of Engineering & Applied Science Randy Henry, formerly of Purchasing Karl Turro, of Controller’s Office Adair Waldenberg, formerly of Weinberg College of Arts & Sciences
Project Café Project Organizational Structure
• Functional Steering Committee Comprises co-chairs of the workgroups chartered by the FMSAC and the seven Senior Functional Specialists Charged with driving the gathering and review of requirements as workgroup members Works with members of the University community to promulgate information about the project Analyzes and recommends areas and processes for business process improvement Works to ensure integration amongst workgroups Produces recommendations to the FMS Advisory Committee
• Technical Committee Charged with assisting in coordination between project staff, school IT staff, and NUIT Works with the project team on documenting the technical requirements of local management information systems in the context of the replacement of CUFS Disperses information on project-based IT decisions Produces recommendations to the FMS Advisory Committee
Project Café Project Organizational Structure
• Workgroups formed: Chart of Accounts Internal Sales & Services (‘re-charge’) Supply Chain (Purchasing and Accounts Payable) Budget Development, Operations, & Analysis Reporting Strategy Research (Pre- and Post-Award Administration) Security/ Controls
• The summer workgroups documented Current process flows High-level system requirements How NU needs relate to the PeopleSoft software (‘fit-gap’ or ‘gap-
fit’)
• The summer workgroups produced a scoping and planning document for executive approval in September 2005
Project Café Project Organizational Structure: Workgroups and
Design Teams
Project Café Project Organizational Structure: Workgroups and
Design Teams
• Functional Team Leads Responsible for ensuring that workgroup members complete their
tasks, providing structure to meetings and information exchanges, and ensuring that resource or other issues are relayed to the FMSAC
Participate in the Functional Steering Committee, comprising all workgroup co-chairs, to facilitate co-ordination and information sharing between workgroups
• Functional Unit Representatives Provide information on current business processes, identify
deficiencies in current systems or processes that should be addressed, and produce a list of items that areas would like to see implemented as part of the project
Contribute ideas from area/ unit’s perspective at workgroup sessions
Relay workgroup discussions, recommendations, and issues back to area/ unit for exchange of information, additional input and confirmation of opinions
Empowered to represent area/ unit in the decision-making process
Project Café Project Organizational Structure: Workgroups and
Design Teams
• Project Team Members and Consultants Responsible for facilitating design session discussion, documenting
the outcome of any meetings, writing up requirements, and documenting current- and future-state process flows
Provide PeopleSoft application expertise, both during design team sessions and via additional research and testing of application functions
Perform the initial gap-fit analysis with the software and presents the results of this analysis to the workgroup
Project Café Project Organizational Structure
GRANTS MANAGEMEN
TTEAM
GENERAL LEDGER TEAM
SUPPLYCHAINTEAM
FUNCTIONAL TEAM
CROSS-FUNCTIONAL
COLLABORATIONS
Project Café Project Timeline and Status
PHASE PROJECTED TIMEFRAME
DESCRIPTION
1: Planning Summer 2005 Confirm scope, define team policies and processes
2: Requirements Analysis
Sept. 2005 – Jun. 2006
Detail requirements, decide how to address gaps, prepare development environment
3: Design/Build
Mar. 2006 – Feb. 2007
Specify how requirements will be met, design support processes and organization, and build the solution
4: Test Winter 2006 – Spring 2007
Test features, security, reliability, performance
5: Rollout Summer 2007 – Fall 2007
Train users, convert legacy data, turn on interfaces, begin “live” use
6: Closeout Late Fall 2007 Stabilize system and support, document lessons learned, prioritize enhancements
Project Café Project Timeline and Status
High-level
Business terms PLANNING
REQUIREMENTS ANALYSIS
DESIGN/BUILD TEST
“Apply for a grant”
“ Purchase goods & services”
“Prepare award budget”
“Select vendor from list of vendors”Detailed
System terms
Each phase builds on and validates the previous phase
Requirement descriptions
Examples
“Create a proposal”
“Prepare requisition”
• Thus far, we have
Completed high-level requirements gathering and fit-gap analysis
(Phase 1 – Planning)
Recommended modules to implement and had the list approved by our executive committee
Installed and begun demonstrations of the PeopleSoft software
Begun the work defining our technical architecture
Obtained approval of recommendation for the purchase of InfoEd as our pre-award research administration solution
Installed InfoEd and brought InfoEd representatives on-site to train the team
continue . . .
Project Café Project Timeline and Status
• continued . . .
Completed our project plan in our web-based project management tool, using a standardized implementation methodology
Immersed Project Team and functional users in design sessions
Completed vendor demonstrations as part of process to select a Business Intelligence (BI) tool to address financial reporting needs
Chartered the Budget Development, Operations, and Analysis workgroup with recommending a tool to support
NU’s budgeting needs
Completed the strawman chart of accounts and continue to provide introductory presentations and design consultations to user community
Project Café Project Timeline and Status
PeopleSoft Financials Modules Integrated with theGeneral Ledger
Asset Management (AM )
Accounts Receivable (AR)
Billing (BI)
Contracts (CA) Project Costing (PC)
Grants (GM)
Budgeting
Accounts Payable (AP)
Expense Management (EM)
GENERAL LEDGER
Purchasing (PO)
eProcurement
PeopleSoft Interfaces:
HRISSES
Identification of Non-PeopleSoft
Interfaces:Work in Progress
Asset Management (AM )
Accounts Receivable (AR)
Billing (BI)
Contracts (CA) Project Costing (PC)
Grants (GM)
Budgeting
Accounts Payable (AP)
Expense Management (EM)
GENERAL LEDGER KK
KK
KK
KK
KK
KK
KK
KK
KK
KKPre-Award:
“InfoEd”
KK = Commitment Control
Project Café Chart of Accounts Update
• In CUFS, we commonly refer to several values in the chart to as “account”– Emphasis is on fields in combination with each
other
XXXX – XXX – XXXX – XXXXFund - Area - Orgn - Objt / Rsrc / BS
• Other chart values inferred or optional– Includes Function, SubOrgn, SubObjt
Project Café Chart of Accounts Update – Guiding
Principles• Before any designing, the Chart of Accounts
Workgroup wanted a chart that would: Use values which are intuitive and recognizable to
users Enable units to be accountable for financial activity
and resources within their direct control Provide the financial information needed to make
decisions and report to external and internal constituencies
Reduce the need for non-economic transactions and local management information systems
Support alternative financial management approaches and be easily changed in the future
Use only one purpose for each ChartField and one chart for the entire institution
Facilitate and enable security, controls and approvals at various of levels of the University
Project Café Chart of Accounts Update – Design
• The PeopleSoft account number is called a chart string which is a combination of individual ChartFields.
• The chart of accounts is the organizing framework for both financial and management reporting within the financial system
• PeopleSoft delivers 25 ChartFields Some ChartFields are specialized (e.g. for corporations /
industries) Other ChartFields are intentionally built with flexibility in mind Some ChartFields are dependent on the use and configuration
of another ChartField No higher ed institution uses all the delivered ChartFields
Chart of Accounts Update – Proposed PeopleSoft Design
ChartField Name
Max. Lengt
h
Proposed Length
NU Require
d
Proposed Use
Bus. Unit 5 5 Yes ** Designate legal entity; we will use 1 value - “NWUNV”
Operating Unit
8 2 t.b.d Could be used to designate school under a decentralized budget model
Fund 5 2-3 Yes Designate type and source of funds. Indicate broad restrictions; (different from current use)
Department
10 8 Yes Designate owner or responsible unit with which transaction is affiliated
Account 10 5 Yes ** Define natural classification of activity (object of expense, revenue source or balance sheet)
Project 15 6-8 Varies Define restricted pool of funds (distinct endowments, gifts, discretionary, grants and other restricted funds).
Program 5 4 Varies Identify collaborative activities
Class 5 3-4 Yes Identify “purpose” of activities (function)
ChartField 1
10 3-4 No User-definable label
Budget Ref 8 2 Varies Specify grant year; required for sponsored research
** PeopleSoft requires Business Unit and Account ‘only’
Sample Chart String
Bus Unit - Fund - Dept ID - Project - Account
NWUNV - 500 - 11222203 - - E0100
NWUNV - 600 - 11222203 - G31664 - E3075
(this doesn’t include class (which may be inferred), operating unit, program, and chartfield 1, which are all under discussion)
Inferred
Project Café Chart of Accounts Update – Design
Project Café Chart of Accounts Update – Next
Steps• Continue holding ‘design consultations’ with schools,
departments, centers, institutes and administrative units to obtain feedback from the University community.
• Complete recommendation document detailing our design
• Continue discussions related to outstanding areas of our design, including: Endowment and gift accounting Collaborative activities across units Reduction of non-economic activity Plant and construction activity
• Map CUFS values to PeopleSoft ChartField values
Project Café InfoEd Selected for Pre-Award
Administration
• The Project Café Research Workgroup: Evaluated 3 software programs
• InfoEd, Coeus, and PeopleSoft Identified the criteria for selection as
• Easy to use• Enable faculty and staff to prepare grant proposals
and budgets • Electronically route for approval AND • Provide for electronic submission
Project Café InfoEd Selected for Pre-Award
Administration
• The Project Café Research Workgroup:Described InfoEd as:
• Web-based• User-friendly • Compatible with Grants.gov
•A big step for NU in streamlining the proposal development and submission process
•Continue the momentum with phase two requirements analysis
•Review recommendations from the Reporting Strategy and Budgeting workgroups
•Continue with the work that will lead us to a fall 2007 go-live with a system to best serve you!
Project Café Project Next Steps
We value and encourage your feedback!
Team LeadersJeffrey MundtProject Director847 / [email protected]
Jason SchoberFunctional Application Manager847 / [email protected]
Pradeep PavuluriTechnical Application Manager847 / [email protected]
Joseph SunTeam Lead, General Ledger847 / [email protected]
Tom(my) HarmonTeam Lead, Grants Management847 / [email protected]
Marina LerinTeam Lead, Supply Chain847 / [email protected]
Project Café Website:http://cafe.northwestern.eduProject Café E-mail: [email protected]
Project Café
Come one, come all . . .
Evanston Friday April 21, 2006Presentation 3:00 – 4:00 p.m.‘Meet and Greet’ 4:00 – 6:00 p.m.Hardin Hall
Financial Management System Replacement