Download - Cio Council Erp Update 081309
Confidential to Corinthian Colleges, Inc.
& Pittiglio Rabin Todd & McGrath 02/23/2006
1
Growth primarily through rapid acquisition
Limited business integration strategy
Limited technical strategy
Several failed “ERP” implementations
– Losses: Financial, Time , Effort
– Limited confidence in potential success of future implementation
Autonomous business operations at the campus and division level
Limited standardization of business and operating processes and procedures impacting effectiveness of the company
Disparate technical environment
– Multiple Student Systems in place (7)
– Lack of over arching architecture
– Lack of Integration strategy
– Data problems: Consistency, accuracy, availability, integration
Situation Analysis
Confidential to Corinthian Colleges, Inc.
& Pittiglio Rabin Todd & McGrath 02/23/2006
2
Operational considerations & Requirements for Success
Confidential to Corinthian Colleges, Inc.
& Pittiglio Rabin Todd & McGrath 02/23/2006
3
Common Reasons for an “ERP”
Common integrated information flow through the entire organization
When adopted the company can run more effectively, with more information and with greater speed
Lower total cost of ownership
Organizational alignment
Optimized business processes
Integrated financial information
Technology obsolescence
Total Cost of Ownership (TCO)
Organizational impact
Executive support, commitment, and participation
Organizational changes, both culture and operational
Short and long term associate commitments
Business process changes
Discipline to align business operations with a vanilla package and make process changes where
needed.
Communications and expectations
It’s important to understand underlying reasons for wanting to migrate to a new system , the requirements and the implications.
Confidential to Corinthian Colleges, Inc.
& Pittiglio Rabin Todd & McGrath 02/23/2006
4
Common Reasons for Failure
Lack of management & business commitment
Positioned at “IT project”
Business strategy that did not drive process re-design and deployment.
Poor assessment of the resources and time required. Poor project management
Poor and inconsistent data
• Not "cleansed" prior to moving to the ERP system.
Cultural rejection of the new system.
Lack of understanding of organizational change and how to manage
Inadequate training
Overly customized software
Confidential to Corinthian Colleges, Inc.
& Pittiglio Rabin Todd & McGrath 02/23/2006
5
Varying successes over time
51%
26%
0%
10%
20%
30%
40%
50%
60%
People Problems Technology Problems
Percentage
of companies
citing people
factor
as major
obstacle for
future
Source: Deloitte Consulting
•35% of the ERP implementations have been cancelled•55% have resulted in schedule and cost overruns of 178% and 230% respectively•Only 10% are completed successfully on budget and on-time
Confidential to Corinthian Colleges, Inc.
& Pittiglio Rabin Todd & McGrath 02/23/2006
6
Critical Success Factors
Business needs identification
Business goals and future organizational needs are often left unformulated or are unclear during planning
Action: Create a dedicated cross-functional team to formulate needs up-front
Company wide cultural changes
Companies must be prepared to make concessions or changes in organizational culture, structure and operational processes
Action: Must have executive commitment and discipline to force organizational and process changes.
Business unit accountability
Business units must be responsible for achieving benefits and managing costs
Action: Enlist high level business executive to sponsor and drive the project forward. Tie success to business bonus and performance plans
Changing perceptions
Companies must often struggle to change perception of from a “shiny new piece of technology” to a new way of doing business
Confidential to Corinthian Colleges, Inc.
& Pittiglio Rabin Todd & McGrath 02/23/2006
7
Critical Success Factors
Garter Research
20 December 2001 ID Number: TG-15-1067
Confidential to Corinthian Colleges, Inc.
& Pittiglio Rabin Todd & McGrath 02/23/2006
8
Understand ALL the costs
Training
Driven by new processes and not just new systems
Always underestimated
Integration and Testing
E-commerce and other add-ons, external on all sides
Should include the people that will actually operate the system
Customization
Should be avoided if at all possible
Could affect every module
Requires vendor support
Data Conversion
Companies often deny their data is dirty – ours is
It costs money to move and clean data
Data Analysis
Data from the ERP system must be combined with other external systems
Replacing your best and brightest
The ERP implementation requires the best and brightest to be successful
Be prepared to lose them after the transition to other opportunities
Implementation teams can never stop
Post-implementation activities keep the teams busy long after the live date
Don’t anticipate them going back to their old jobs
Waiting for ROI
Teams must be prepared to keep going after the install date
Returns come long after and require many process changes to take advantage of the ERP system
Productivity Impact
Recent Deloitte Consulting survey of 64 Fortune 500 Companies, one in four admitted that they suffered a drop in performance when their ERP systems went live
Confidential to Corinthian Colleges, Inc.
& Pittiglio Rabin Todd & McGrath 02/23/2006
9
Adapting to a new ERP
“Go-live”
Pro
duct
ivit
y
Implementation ERP “Shock”
Time
BenefitsDiscovery Selection
Confidential to Corinthian Colleges, Inc.
& Pittiglio Rabin Todd & McGrath 02/23/2006
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Align to critical success factors
Executive management Support
Business Sponsorship
Business plan and vision
Change management & culture
Business process re-engineering (BPR)
Acquire, educate and train (people)
Vendor selection and support
Project Team
Dedicated resources
CCI Approach
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& Pittiglio Rabin Todd & McGrath 02/23/2006
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CCI Approach
Streamlined product evaluation and
selection
Leveraged functional framework to
define high level needs
Structured Governance and project
management methodology
Dedicated project resources: IT&
business
Aligned to business
Company “BIG 5” strategic initiative.
Tied to bonus and performance
Started with Business Process
Reengineering
Aligned process to system capability.
Limit customizations
Formal change management process
Training , training , training
Initial and “refresher”
Formal “organizational change” focus
Leadership training. “Change agents”
Formal communication plan
Limit software customizations
Defined, iterative implementation approach
Confidential to Corinthian Colleges, Inc.
& Pittiglio Rabin Todd & McGrath 02/23/2006
12
Unify consisted of three major phases to convert 100 branch locations from 7 different source systems
12
Configure a standard system providing the foundation for all schools
Define standard business processes
Develop change management approach
Develop standard training program
Develop implementation plans
Finalize gap assessment/fit
Confirm cost and duration
Phase 1. Design, Configure, and
Develop
Phase 1. Design, Configure, and
Develop
7 months
Phase 1. Design, Configure, and
Develop
Phase 1. Design, Configure, and
Develop
7 months
Phase 1. Design, Configure, and
Develop
Phase 1. Design, Configure, and
Develop
7 months
Phase 2. Deploy PilotsPhase 2. Deploy Pilots
5 months
Phase 2. Deploy PilotsPhase 2. Deploy Pilots
5 months
Phase 3. RolloutPhase 3. Rollout
24 months
Phase 3. RolloutPhase 3. Rollout
24 months
Phased rollout by groups of schools
School
Rollout
School
RolloutSchool
Rollout
School
RolloutSchool
Rollout
School
Rollout
School
Rollout
School
RolloutSchool
Rollout
School
RolloutSchool
Rollout
School
Rollout
Phased rollout by groups of schools
School
Rollout
School
RolloutSchool
Rollout
School
RolloutSchool
Rollout
School
Rollout
School
Rollout
School
RolloutSchool
Rollout
School
RolloutSchool
Rollout
School
Rollout
Pilot new system at selected schools representing cross-section of existing systems
SMS PilotSMS Pilot
SPAR PilotSPAR Pilot
Online PilotOnline Pilot
SAS PilotSAS Pilot
Jan „07 Jun „07Jun „06 Sept „09
Fund Phase 1 – Design, Configuration,
and DevelopmentFund Phase 2 – Pilot Fund Phase 3
Decision Gate Decision Gate Decision Gate
Sep „07
Two-month rollout prep period
Confidential to Corinthian Colleges, Inc.
& Pittiglio Rabin Todd & McGrath 02/23/2006
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Go-Live at first pilot site
Each phase had distinct steps critical to the overall success of the project, with defined tollgates between phases to control risk and govern the overall project.
School
Rollout
1. Design, Configuration and Development 2. Pilot Deployments 3. Rollout
Aug.Feb. Mar. Apr.
2006May Jun Jul
Phased
Rollouts by
System and
School
starting in
2Q-07
School
RolloutSchool
RolloutSchool
Rollout
Sep. Oct.
SAS Pilot
SAS Pilot
Evaluation1. Training
2. Conversion
3. Pilot Operations
SMS Pilot
SMS Pilot
Evaluation
1. Training
2. Conversion
3. Pilot Operations
SPAR Pilot
SPAR Pilot
Evaluation
1. Training
2. Conversion
3. Pilot Operations
Nov. Dec. Jan. Feb.
2007
Online Pilot
Online
Evaluation
1. Training
2. Conversion
3. Pilot Operations
Contract
Negotiation
Fund Phase 1 – Design and Configuration Fund Phase 2 – Pilot
Resource
Planning
System planning, procurement, and
configuration
Business process development
Organizational change assessment
Data conversion development
Integration development
Field demonstrations
Training development
Testing
Data creation and purification
School deployment planning
Fund Phase 3
Implementation
Planning
Evaluation
Phase
Decision
Gates*:
* Phase Gate Criteria with be
applied at each gate review
Confidential to Corinthian Colleges, Inc.
& Pittiglio Rabin Todd & McGrath 02/23/2006
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Site Implementation Plan Overview
Stage 1 – Plan
Communications and Logistics
Stage 2 – Deploy Stage 3 – Support
Enterprise Readiness and Implementation Management
Site Planning and Orientation
Project Unify introduction
Rollout process review
President/Director orientation
and preparation
Site Team Lead selection and
preparation
Site Team selection and
preparation
Readiness Assessment Confirmation
Infrastructure
Business
Application
Data Conversion
Mapping and Validation
Testing
Configuration, Data and Reports
Training
System, Process and Reporting
Cut-Over
Detailed countdown
Go-live planning
Go-live
System confirmations
Stay live or go-back checkpoint
Site Acceptance
Onsite Support
Premium Support
Steady State Support
Refresher Training
Implementation and System Review
Closeout Activities
System and Process Audit
T-13weeks
T-6weeks
T-5weeks
Go-Live T+1 weeks T+12 weeks
Confidential to Corinthian Colleges, Inc.
& Pittiglio Rabin Todd & McGrath 02/23/2006
15
Student System ERP Project Organization
Executive Oversight Committee
Divisional
Presidents
Steve Nodal
HR
Dave Ruggeri
Admissions
Mary Barry
Acad. Affairs
Bob Owen
Finance
Bill Buchanan
Marketing
Carmella Cassetta
IT
Todd Ackerman
PRTM
Executive & Corporate Sponsors
Jack MassiminoBeth WilsonKen OrdSponsors
- Confirm objectives
- Approve budgets
- Promote process and systems standards and consistency
- Eliminate organizational barriers (if required)
Executive Oversight Committee
- Assign resources to Project Teams
- Review requirements
- Resolve Core Team issues (if required)
- Approve Core Team vendor selection recommendation
- Resolve site and organizational readiness issues
- Approve Implementation Approach and Plan
Program Management Office
- Develop and maintain the project plan and schedules
- Facilitate the Core and Extended Teams
- Develop and implement communication plans
- Develop vendor instructions and schedules
- Maintain action item and issue logs
- Characterize and escalate issues (if required)
- Facilitate Executive Oversight Committee meetings
- Develop the business case for the implementation
- Develop the implementation approach, sequence, budget and
plan
Program Management Office
Fredrik de Maré Greg McHughCCI Program Mgr.
Confidential to Corinthian Colleges, Inc.
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CCI
Lead(s)CCI
Lead(s)CCI
Lead(s)CCI
Lead(s)CCI
Lead(s)
Student System Strategy Project Organization
CCI
Lead(s)CCI
Lead(s)
Functional Requirements
and Standards Teams
1. Marketing & Admissions
2. Academics
3. Student Operations & Training
4. Career Services
5. Finance & Accounting
6. Regulatory Affairs
IT
Team
Student System Core Team
- Approve functional and technical requirements
- Ensure appropriate involvement with requirements development
- Promote process and systems standards and consistency
- Resolve cross-functional, cross-site issues
- Eliminate organizational barriers (if required)
- Select the preferred vendor
- Confirm the business case for the implementation
- Support the development of the implementation approach, sequence and plan
Functional Teams
- Represent colleagues from all sites / programs
- Define requirements
- Identify unusual or unique requirements
- Attend vendor product demonstrations
- Identify functional gaps and issues
- Develop plans to resolve known gaps and
issues with the preferred solution
- Check functional references
- Establish process and systems standards
- Identify the significant process and
organizational changes required to enable the
implementation of the preferred solution
IT Team
- Define technical standards and requirements
- Develop the short-list of vendors
- Review the vendor offerings
- Development toolkits / standards
- Integration architectures
- Data models
- Check technical references
- Define the design, develop
and deployment approach
- Generate implementation work
estimates
Student System Core Team
Marketing & Admissions Academics Support Ops
& Training
Career Svcs Financial Aid,
Finance & Accounting
Regulatory
Compliance
IT
Confidential to Corinthian Colleges, Inc.
& Pittiglio Rabin Todd & McGrath 02/23/2006
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Working team structure
Program Management
Fredrik de Maré Greg McHughCathy Cisneros
CCi
Lead(s)
Student System Core Team
Marketing & Admissions
Team Lead(s)
Academics
Team Lead(s)
Support Ops & Training
Team Lead(s)
Career Svcs
Team Lead(s)
Finance & Accounting
Team Lead(s)
Reg. Compliance
Team Lead(s)
IT
Team Lead(s)
IT
Team
CCi
Lead(s)CCi
Lead(s)CCi
Lead(s)CCi
Lead(s)CCi
Lead(s)CCi
Lead(s)
Conversion
TeamsFive Functional
Teams
Training
Team
CCi
Lead(s)
CCi
Lead(s)
CCi
Lead(s)CCi
Lead(s)CCi
Lead(s)CCi
Lead(s)CCi
Lead(s)CCi
Lead(s)
Site Implementation Teams
(One per site)(each with School President representation)
CCi
Lead(s)CCi
Lead(s)CCi
Lead(s)CCi
Lead(s)
CCi
Lead(s)CCi
Lead(s)CCi
Lead(s)CCi
Lead(s)CCi
Lead(s)CCi
Lead(s)
1. Marketing and Admissions
2. Academics
3. Career Services
4. Financial Aid, Finance and
Accounting
5. Regulatory Affairs
Confidential to Corinthian Colleges, Inc.
& Pittiglio Rabin Todd & McGrath 02/23/2006
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Core Team members represent both their divisions and respective functional areas
18
Cathy Cisneros(Project Management)
Fredrik de MaréGreg McHugh
(PRTM)
Brenda CossittTSi
SharleeBrittingham
FMU
JOHN MATHIASRCi - Admissions
MARY ANN HOLTZCampus Supp –
Regulatory
Scott KidoCSi
Bev Yourstone
CDi
SUSAN SAMEKCampus Supp –Career Services
PAULGODFREY
Camp Supp. –Academics
MICHAEL HOLMESCampus
Support –Fin. Aid
BENNETT MANKINOnline - Admissions
KIM DEAN &BEENA RAGHU (CDi)
Campus Support - Finance
Brian Daly (25%)Marketing
RAY LA STRAPE(25%)
Call Center
Carmella Cassetta, John Magrann,Christos Mousouris, Rob Patton
Bonny Nickle, Brian BargyIT
Laurie BermanCommunications
Sheila O’HaraTraining
Jennifer Myers (CMC)
Confidential to Corinthian Colleges, Inc.
& Pittiglio Rabin Todd & McGrath 02/23/2006
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During the planning phase, significant work was done by the functional teams to enable common and consistent business processes and define system configuration
A number of workshops were conducted with the functional teams to:
Marketing AdmissionsCareer
Services
Regulatory Compliance and Accreditation
Information Technology
AcademicsFinancial
Aid
Finance and Accounting
Student Lifecycle
Support Processes
Career
Development
Employer
Relations &
Management
Career
Services
Performance
Tracking
Externship Job Placement
Career Services
• Orient students
• Build student
resumes
• Develop career
building skills
• Deliver career
development
workshops
• Content
• Scheduling
• Delivery
• Develop marketing
strategy towards
employers
• Identify potential
employers
• Manage employer
visits
• Organize job fairs
• Develop job leads
• Import 3rd party
employer data
• Advisory Boards
• Develop and
administer employer
surveys
• Identify job leads
• Manage job leads
• Distribute resumes
• Match students to
employers
• Place students in
jobs
• Verify placement in
field (accreditation
requirement that
certain percentage is
placed in program-
related field)
• Track and
communicate with
alumni
• Maintain alumni data
history / log
• Self-service portal
Le
ve
l 1
Le
ve
l 2
Le
ve
l 3
Alumni
Services
• Prepare students
• Determine number
of extern sites
• Develop extern sites
• Place students
• Track student
attendance
• Gather evaluation of
student performance
/ progress
• Ready student for
graduation
• Track placement
metrics
• Conduct periodic
(quarterly)
verification of
placement
• Provide placement
data to
accreditation
agencies
• Track staff metrics
and goals
• Number of
interactions
• Number wkly
calls
• Weekly goal
sheets
• Prepare
performance
reports
Level 2 Process
Areas Student Financing Packaging Certification Disbursements and Refunds Repayment
Division
Unique practices within division
or school: Driver: Recommendation Impact
Unique practices within
division or school: Driver: Recommendation Impact
Unique practices within
division or school: Driver: Recommendation Impact
Unique practices within division
or school: Driver: Recommendation Impact
Unique practices within
division or school: Driver: Recommendation Impact
Own tracking mechanisms U
Std process with
new system
Ashmead, Eton/Bryman -
own packaging on own
platform U
Std process with
new system
Ashmead Fife - certifies
alternative loans via the
vendors' web sites U
Std process with
new system
Ashmead and Eton/Bryman -
go to ELM web site to release
disbursements instead of
releasing in the system U
Std process with
new system U
U Cannot flag funding source U
Std process with
new system U
In Campus/Class today, Global
doesn't send refund data .
Therefore it must be manually
taken from the Global web site
and manually entered into the
system. A showstopper. U
Std process with
new system
Ashmead and Eton/Bryman -
don't receive an extract from
Global for the amount of the
refund and the amount of the
adjustment to the tuition.
They pull from web site. U
Std process with
new system
U
3rd party billing done
manually U
Std process with
new system U
Ashmead and Eton/Bryman -
manually processing refunds via
website to generate autodebit U
Std automated
process with new
system to be rolled
out U
U U U
Ashmead and Eton/Bryman -
can identify students that
require repacks and
cross/overs U
Std process with
new system U
U U U U U
Own tracking mechanisms U
Std process with
new system Cannot flag funding source U
Std process with
new system U U U
U
3rd party billing done
manually U
Std process with
new system U U U
U U U U U
U U U U U
U U U U U
Most student FA app
done via paper and mail
for destination schools M
Wyotech - Laramie,
Blairsville, and
Sacramento - doesn't
use NLSC for
payment plans U
Std process with
new system
Wyotech - Laramie,
Blairsville, and
Sacramento - does
own certification U
Std process with
new system
Wyotech - Laramie,
Blairsville, Fremont, and
Sacramento - go to ELM
web site to release
disbursements instead
of releasing in the
system - within 3 days
they debit back ineligible
payments U
Std process with
new system
Wyotech - Laramie,
Blairsville, and
Sacramento - CIS
processing done
internally on own
system, send exit
interview and notify
students U
Std process with
new system
Wyotech - Laramie,
Blairsville, and
Sacramento -
Processes own financial
aid within CMDS U
Std process with
new system
Wyotech - Laramie,
Blairsville, and
Sacramento - does
own packaging on
own platforms U
Std process with
new system
Wyotech - Laramie,
Blairsville, and
Sacramento - does
own certification for
alternative loans on
the vendors'
websites U
Std process with
new system
Wyotech - Laramie,
Blairsville, and
Sacramento - go to
Dept of Ed to request
funds and draw down
Pell and campus-based
funds U
Std process with
new system
Wyotech - Laramie,
Blairsville, and
Sacramento - does
own default
management and
collections U
Std process with
new system
Own tracking
mechanisms U
Std process with
new system
Wyotech Fremont -
does own packaging
via CLASS into Global U
Std process with
new system U
Wyotech - Laramie,
Blairsville, and
Sacramento - do all
refund calculations in-
house. U
Std process with
new system U
U
Some TSI cannot flag
funding source U
Std process with
new system U
Wyotech - Laramie, Blairsville,
and Sacramento - can identify
students that require repacks
and cross/overs U
Std process with
new system U
U
Some TSI 3rd party
billing done manually U
Std process with
new system U U U
CSI
RCI
TSI
Define a common
process framework
around which to
generate and organize
business requirements
1
Identify and characterize
process differences
between divisions for
each process area
2
Analyze magnitude of
change, and develop
recommendations on how to
address process differences
3Category Change Impact
Error reduction Ability to see all packaging information in one system.
Can see where we are in the packing process. Opens
up visibility for corporate.
Reduce errors in the packaging process (will know where
students are in the packaging process). Reduce the time it
takes to process packaging.
Faster Error Resolution Ability to see in one system will allow for faster
processing of errors.
Task Automation
Reports available across schools reduce time needed to
perform quaility control. (System need to be set up
properly with the right hiearchy to support this.)
Ability to better manage fund sources (e.g., reduce how
much is put through recourse). Better management of
90/10; third party loans, and recourse. Proactive
management before the funds are being disbursed.
Reduction in rework Reduced duplication of data entry.
What training is required How long will training take
Training same same
Identify the risk Mitigation strategy or factors
Risk
Not being able to track in the system
Would need a manual process workaround if no system is
implemented.
Identify the improvements Describe the benefit
Quality Same
Identify Describe the benefit
New Automation/
Reporting Opportunities Improved reporting (90/10 etc.) May do packaging feed
directly to Global woithout using Saint Dir (potential
futire improvement). Identify repacks and cross-overs.
Reduce bad debt; increase cahs flow; improve customer
service; better ability to analyze data.
Identify Describe the change
Changed, new, and moved
roles FA mgrs can spend more time on training and
performance based planning. Clerical -> Analytical Improved production, performance, quality.
Change Benefit
Any other changes and
associated benefits
Same; ability to merge data from various areas for
reporting Better information for outside entities.
Confidential to Corinthian Colleges, Inc.
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Workflow Processes
• Function
• Roles
• Sequence
• Controls
1. Identify processes and activities
2. Prepare the initial configuration of the application
3. Walk through all processes using the configured application
4. Confirm user requirements, process changes, issues, and
integration requirements
5. Perform off-line analysis of proposed process changes
6. Reconfigure application (as required)
7. Repeat Steps 3 – 6 until all issues are eliminated or
customizations are required
8. Characterize the process and package customizations
9. Review the proposed changes and resolve conflicts
10. Repeat Steps 3 – 9 until the plan is approved for each
business area
High-Level Processes
Policy Standards
Screen/Database Changes
Interface Requirements
User Requirements
Issues Owner
Building on this work, focused workshops were used to design the detailed business processes while configuring the application
All CCi divisions
will be represented
including Online
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Business Design
Workbooks
Technical Design
Workbooks
For each process category, processes were defined, configuration decisions made and documented, reports were designed, and technical interfaces specified
Scenario Narratives and Storyboards
AcademicsFinancial
Aid, Finance
& Acctg.
Career
Services Regulatory Other
To-be process flows
Screen and report
designs
Process to screen
flow diagrams
• User requirements
• System Capabilities
Interface definition
Scenario storyboards
Data element mappings
The designs
are organized
into Workbooks
Marketing
and
Admissions
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Each site followed a standard conversion approach
Site rollout steps and timing Prior to cutover
Site readiness prognosis 3 ½ months prior
Begin data conversion and purification 3 ½ months prior
Organizational assessment 1 month prior
Site readiness assessment 1 month prior
Begin on-site and remote support 2 weeks prior
Finalize any data correction 2 weeks prior
Conduct training 1 week prior
Cutover weekend of cutover
– Suspend use of legacy system
– Convert data
– Implement new system and
organizational and job content changes
Terminate on-site support 2 weeks post
Confidential to Corinthian Colleges, Inc.
& Pittiglio Rabin Todd & McGrath 02/23/2006
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Training and Organizational Change
Standardized Training & OCM plans and processes were put in place to prepare and support campuses through the transition to UNIFY
Roles & Responsibilities definition
What does this mean to me? What’s in it for me?
Divisional Kick-off meetings
Recurring Demonstrations- “road show”
Recurring Divisional and Campus teams meeting
Scheduled pre and post implementation meetings
Peer-to-Peer support groups
Leadership Reports Training
Senn- Delaney Change Workshop – “Embracing UNIFY”
Monthly President’s meetings
Monthly Newsletter
Divisional Trainers Trained
Systems and Process training
– Initial functional training
– Refresher training
– Monthly training clinics – topics vary
Make-it-Stick processes/ Surveys & Scorecards
System adoption and transition metrics
Confidential to Corinthian Colleges, Inc.
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Lessons Learned and Outcomes
60% complete (40 remaining sites to convert @ 5-6 per month)
5 source systems retired
Project within 10% variance of original budget
Project duration extended primarily due to delays in receiving software enhancements. Overall impact 6 months elapsed time.
Organization responding well to new system
Metrics and follow-up survey tracking favorable
System adoption is high
Keys to success
Project governance and team structures
Business Process reengineering
Business unit sponsorship & alignment
Not positioned as IT project. Tied to performance metrics
Organizational Change approach
Intensive, iterative training
Limited customization
“Cookie cutter” implementation approach
Confidential to Corinthian Colleges, Inc.
& Pittiglio Rabin Todd & McGrath 02/23/2006
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The hardest parts….
Right balance of training- before and after
Don’t underestimate how hard it is for people to change how they do their job
Waiting on important customizations is risky
Managing perceptions & communications
Need clear communication channel to report , track and resolve issues
Keeping business alignment over multi year project
Keeping resources engaged
Estimating the cost- and sticking to it