Russ Henderson, Project Director, ERP Project Russ Henderson, Project Director, ERP Project Florida State UniversityFlorida State University

David Hemingson, Managing Director, David Hemingson, Managing Director, BearingPointBearingPoint

Sprinting Up the Sprinting Up the Learning Curve: Learning Curve: An Approach to Rapid An Approach to Rapid ImplementationImplementation

► Copyright Florida State University and BearingPoint, Inc. 2003. This work is the Copyright Florida State University and BearingPoint, Inc. 2003. This work is the intellectual property of the authors. Permission is granted for this material to be shared intellectual property of the authors. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by appears on the reproduced materials and notice is given that the copying is by permission of the authors. To disseminate otherwise or to republish requires written permission of the authors. To disseminate otherwise or to republish requires written permission from the authors.permission from the authors.

FSU’s ApproachFSU’s Approach

►FSU’s Objectives in Adopting ApproachFSU’s Objectives in Adopting Approach Gain Software Knowledge ASAPGain Software Knowledge ASAP Achieve Self-SufficiencyAchieve Self-Sufficiency Contain Implementation CostsContain Implementation Costs Move Rapidly Toward ImplementationMove Rapidly Toward Implementation

BearingPoint’s PerspectiveBearingPoint’s Perspective

► Implementations Teams Tend to Implementations Teams Tend to OvermodifyOvermodify

►Overmodification Results from Overmodification Results from Misunderstanding ofMisunderstanding of Functional CapabilitiesFunctional Capabilities Costs of ModificationsCosts of Modifications

►FSU’s Approach Limits ModificationsFSU’s Approach Limits Modifications Modification Decisions Follow ConfigurationModification Decisions Follow Configuration

Traditional Traditional Rapid Implementation Rapid Implementation

ApproachApproach

CumulativeLevel of TransformationKnowledge

Time / Project Phase

Traditional Rapid Implementation Approach

FSU’sFSU’sRapid Implementation Rapid Implementation

ApproachApproach

CumulativeLevel of TransformationKnowledge

Time / Project Phase

Traditional Rapid Implementation Approach

FSU’s Rapid Implementation Approach

FSU’sFSU’sRapid Implementation Rapid Implementation

ApproachApproach

CumulativeLevel of TransformationKnowledge

Time / Project Phase

Result of More Rapid Knowledge Transfer

Consulting SupportConsulting Supportfor Traditional Rapid Implementation for Traditional Rapid Implementation

ApproachApproach

CumulativeLevel of TransformationKnowledge

Time / Project Phase

Level of ConsultingSupport

Consulting SupportConsulting Supportfor FSU’s Rapid Implementation Approachfor FSU’s Rapid Implementation Approach

CumulativeLevel of TransformationKnowledge

Time / Project Phase

Level of ConsultingSupport

Consulting SupportConsulting Supportfor Implementation Approachesfor Implementation Approaches

CumulativeLevel of TransformationKnowledge

Time / Project Phase

Level of ConsultingSupport

Knowledge Transfer Knowledge Transfer TechniqueTechnique

►Configure RapidlyConfigure Rapidly Five Month ProjectFive Month Project

►First Month – Consultants Demonstrate Capabilities, First Month – Consultants Demonstrate Capabilities, University Team Members Develop UnderstandingUniversity Team Members Develop Understanding

►Next Two Months – University Team Members Make Next Two Months – University Team Members Make Representative Entries, Consultants CoachRepresentative Entries, Consultants Coach

►Next Month – Team Members Test the ConfigurationNext Month – Team Members Test the Configuration►Final Month – Demonstrate Configured System to Final Month – Demonstrate Configured System to

Campus Community; Documentation, QA, Wrap UpCampus Community; Documentation, QA, Wrap Up

Incentives Supported Incentives Supported Rapid Knowledge TransferRapid Knowledge Transfer

►University Team Participants University Team Participants Best and BrightestBest and Brightest Focused on Knowledge Acquisition Full-timeFocused on Knowledge Acquisition Full-time Engaged in Iterative Gap ReviewsEngaged in Iterative Gap Reviews

►Each Conducted with Greater Knowledge of Each Conducted with Greater Knowledge of TransformationTransformation

Knew They Would Be Demonstrating the Knew They Would Be Demonstrating the Configured Software to Their ColleaguesConfigured Software to Their Colleagues

Knew They Would Be Responsible for Knew They Would Be Responsible for Taking the Configuration Forward on Their Taking the Configuration Forward on Their OwnOwn

Knowledge Transfer Knowledge Transfer ConfirmedConfirmed

►University Team Members Independently University Team Members Independently Re-entered Representative Entries Mid-Re-entered Representative Entries Mid-ProjectProject

►University Team Members Successfully University Team Members Successfully Demonstrated the SoftwareDemonstrated the Software Two-Day Demonstrations with University DataTwo-Day Demonstrations with University Data Demonstrated Support for Business ProcessesDemonstrated Support for Business Processes

►University Team Members Are Successfully University Team Members Are Successfully Moving Forward with Completion of Design Moving Forward with Completion of Design

Objectives Being AchievedObjectives Being Achieved

►Self-sufficiency being AchievedSelf-sufficiency being Achieved►Costs being ContainedCosts being Contained►FSU Moving Rapidly toward FSU Moving Rapidly toward

ImplementationImplementation

The HistoryThe History

The ApproachThe Approach

The PlanThe Plan

Where Were We?Where Were We?

►Board of RegentsBoard of Regents►State AgencyState Agency►State Computer SystemsState Computer Systems

Financial (SAMAS)Financial (SAMAS) Payroll (Bureau of State Payrolls)Payroll (Bureau of State Payrolls)

DEPENDENT AND OBEDIENT –DEPENDENT AND OBEDIENT – STATE RULES, REGULATIONS, STATE RULES, REGULATIONS, PROCESSES, AND SYSTEMSPROCESSES, AND SYSTEMS

Where Are We Now?Where Are We Now?

►Education Code RewriteEducation Code Rewrite Eliminate Board of RegentsEliminate Board of Regents Establish Board of TrusteesEstablish Board of Trustees Public Corporation (not State Public Corporation (not State

Agency)Agency)

►Devolution of PowersDevolution of Powers State Financial SystemsState Financial Systems Bureau of State PayrollsBureau of State Payrolls

Maintain the Status Maintain the Status Quo?Quo?

The ApproachThe Approach

Develop the Vision

Form the Consortium

Invitation to NegotiateProcurement Method

Evaluate ProductsDemonstrations

Conference Room Pilot

Select and Implement

PROCESS IMPROVEMENTSPROCESS IMPROVEMENTS

► Electronic WorkflowElectronic Workflow

► Self-serviceSelf-service

► Fewer levels of approvalFewer levels of approval Enhanced front-end editingEnhanced front-end editing Simultaneous reporting to managementSimultaneous reporting to management

► Beginning-to-end transactions through Beginning-to-end transactions through shared datashared data

► Best PracticesBest Practices

THE VISIONTHE VISION

►University-Wide TrainingUniversity-Wide Training

New Knowledge, SkillsNew Knowledge, Skills

►Possible reorganizationsPossible reorganizations

►Duties changingDuties changing

PEOPLE IMPROVEMENTSPEOPLE IMPROVEMENTSTHE VISIONTHE VISION

►Foundation Improvement Foundation Improvement Common Integrated Systems Common Integrated Systems Shared DataShared Data

►Web-BasedWeb-Based►Access to Information Access to Information ►Forecasting, Modeling, ProjectingForecasting, Modeling, Projecting►Workflow AutomationWorkflow Automation

Less paperworkLess paperwork More efficiency and speedMore efficiency and speed Less data entryLess data entry

TECHNOLOGY TECHNOLOGY IMPROVEMENTSIMPROVEMENTS

THE VISIONTHE VISION

THE CONSORTIUMTHE CONSORTIUM

Invitation to Negotiate Invitation to Negotiate (ITN)(ITN)

►Four Vendors RespondedFour Vendors Responded Oracle, PeopleSoft, SAP, SCTOracle, PeopleSoft, SAP, SCT

►Short ListShort List Oracle, PeopleSoft, SCTOracle, PeopleSoft, SCT

Invitation to NegotiateInvitation to Negotiate

►Software DemonstrationsSoftware Demonstrations Oracle, July 8-12, 2002, TallahasseeOracle, July 8-12, 2002, Tallahassee PeopleSoft, July 15-19, 2002, JacksonvillePeopleSoft, July 15-19, 2002, Jacksonville SCT, July 29-August 2, 2002, GainesvilleSCT, July 29-August 2, 2002, Gainesville

►NegotiationsNegotiations►Best and Final OffersBest and Final Offers

August 22, 2002August 22, 2002

PeopleSoft Enterprise Resource SystemsPeopleSoft Enterprise Resource Systems

And The Winner Was:And The Winner Was:

Human ResourcesHuman Resources PayrollPayroll Financial SystemsFinancial Systems

►Accounting / University ManagementAccounting / University Management►Sponsored ResearchSponsored Research►PurchasingPurchasing►Facilities & Property ManagementFacilities & Property Management

Student SystemsStudent Systems

Best FitBest Fit Best PriceBest Price Best PresenceBest Presence

►““Conference Room Pilot”Conference Room Pilot” Live prototype Live prototype September 9 – October 18, 2002September 9 – October 18, 2002

►Licenses and Maintenance Contract Licenses and Maintenance Contract Finalized September 30, 2002Finalized September 30, 2002 Other contracts:Other contracts:

►Team TrainingTeam Training►End User Training Kit and MaterialsEnd User Training Kit and Materials►ConsultingConsulting

THE PLANTHE PLAN

Reception

Server/Switch

Room

Kitchen Break Room

Large Conference Room

Open Conference Room

PED Office

Consultant

FAMU PEDUF PED

FSU PEDConferenc

e RoomLarge

Conference Room Conference Rooms

Training Sponsored Programs

Asset Management

Vendor Relations

Payroll

Human Resources

Human Resources

Student

Technical

Technical

University Mgmt.Training

Rest Rooms

Team Training PhaseTeam Training PhaseOctober 2002 – February 2003October 2002 – February 2003

►Cumulative Cumulative 11000+11000+ Hours of Hours of Classroom InstructionClassroom Instruction Average 180 hours per personAverage 180 hours per person

►Attended 72 courses collectivelyAttended 72 courses collectively►Over 800 online courses takenOver 800 online courses taken

On-Line On-Demand Web-based training On-Line On-Demand Web-based training

Team Training PhaseTeam Training PhaseOctober 2002 – February 2003October 2002 – February 2003

►Master’s Degree = 854 Hours of Master’s Degree = 854 Hours of InstructionInstruction

►PeopleSoft Master’s?PeopleSoft Master’s? 1,060 Hours of Instruction / 1,060 Hours of Instruction /

Knowledge TransferKnowledge Transfer

Discovery PhaseDiscovery Phase March 2003 – April 2003March 2003 – April 2003

►604 Issues 604 Issues IdentifiedIdentified 311 Resolved311 Resolved 136 Deferred to 136 Deferred to

Later PhaseLater Phase 157 Research157 Research

►4141 FSU Full-Time Project Members FSU Full-Time Project Members►1010 FSU Part-Time Project Members (IT FSU Part-Time Project Members (IT

support)support)►2424 BearingPoint Full-Time Consultants BearingPoint Full-Time Consultants►4040 FAMU Full-Time Project Members FAMU Full-Time Project Members

Configuration PhaseConfiguration Phase May 2003 – June 2003May 2003 – June 2003

Consultant Partner Consultant Partner SelectionSelection

►BearingPoint (formerly KPMG)BearingPoint (formerly KPMG)►March 1 – June 30, 2003March 1 – June 30, 2003►Knowledge TransferKnowledge Transfer►Establish Initial Set-Up Establish Initial Set-Up

EnvironmentEnvironment►Cumulative Cumulative 35,200+35,200+ Hours of Hours of

Consultant Knowledge TransferConsultant Knowledge Transfer Average 880 hours per personAverage 880 hours per person

Structure PhaseStructure PhaseJuly 2003 – December 2003July 2003 – December 2003

► Gap ResolutionGap Resolution► Data ConversionData Conversion► Pre-Production Pre-Production

HardwareHardware► InterfacesInterfaces

Open Area Conference Open Area Conference with Private Office Spacewith Private Office Space

StatisticsStatistics

►A total of 11 database instancesA total of 11 database instances Financials – 6Financials – 6 HR/Payroll – 5 HR/Payroll – 5

► Implementing 1,274 database tables for Implementing 1,274 database tables for both financials and human resourcesboth financials and human resources

►Over 20 modules included in the scope Over 20 modules included in the scope for the current projectfor the current project

►Over 50 application messagesOver 50 application messages

Go Live….Go Live….

JULY 1, 2004JULY 1, 2004Financial SystemsFinancial Systems

JANUARY 1, 2005JANUARY 1, 2005Human Resources Human Resources

Payroll SystemsPayroll Systems

Critical Success FactorsCritical Success FactorsEffective Project Management

►What is FSU Doing?What is FSU Doing? Experienced in-house project managerExperienced in-house project manager Utilizing formal project management Utilizing formal project management

methodology – Published work plansmethodology – Published work plans Daily Team MeetingsDaily Team Meetings Team Building InterventionsTeam Building Interventions Contractual Agreements Contractual Agreements

►Hands Off Our Personnel!Hands Off Our Personnel!►Control of consultants = continuity & qualityControl of consultants = continuity & quality

Timely Decisions and Resolution of Issues

►What is FSU Doing?What is FSU Doing? Empowered team leaders to make Empowered team leaders to make

majority of decisionsmajority of decisions Established formal process for Established formal process for

executive decision-makingexecutive decision-making Weekly Issues Meetings with Steering Weekly Issues Meetings with Steering

CommitteeCommittee

Critical Success FactorsCritical Success Factors

Availability of Resources When Needed

►What is FSU Doing?What is FSU Doing? Relieved all team members of prior dutiesRelieved all team members of prior duties Acquired single work location for teamAcquired single work location for team Recruited seasoned, knowledgeable staffRecruited seasoned, knowledgeable staff

►Institutional historyInstitutional history►Extensive involvement in current processesExtensive involvement in current processes

Critical Success FactorsCritical Success Factors

Executive Support(Both Real and Perceived)

►What is FSU Doing?What is FSU Doing? Established sponsors prior to beginning Established sponsors prior to beginning

of selection processof selection process Highest level executives active Highest level executives active

members of oversight members of oversight committees/teamscommittees/teams

Weekly Meetings with Steering Weekly Meetings with Steering CommitteeCommittee

Critical Success FactorsCritical Success Factors

Software Must Meet Business Needs

►What is FSU Doing?What is FSU Doing? Extensive review and evaluation of Extensive review and evaluation of

software capabilitiessoftware capabilities Conference Room Pilot approach for Conference Room Pilot approach for

additional verification of “fit”additional verification of “fit” Close scrutiny by Project Director – Close scrutiny by Project Director –

avoid “Scope Creep”avoid “Scope Creep”

Critical Success FactorsCritical Success Factors

The #1 Most Documented The #1 Most Documented

Critical Success Factors are …..Critical Success Factors are …..

Critical Success FactorsCritical Success Factors

Change Management Change Management Communications Communications

End-User TrainingEnd-User Training

What is FSU Doing?What is FSU Doing?

►Full-time training team already Full-time training team already in placein place Project communicationsProject communications Preparation of presentationsPreparation of presentations Design of training programs and Design of training programs and

materialsmaterials►Significant investment in change Significant investment in change

management, communications, management, communications, and end-user trainingand end-user training

►Over 30 Public AppearancesOver 30 Public Appearances Council of DeansCouncil of Deans Faculty SenateFaculty Senate College Meetings (Chairs, Faculty, College Meetings (Chairs, Faculty,

Staff)Staff) Town MeetingsTown Meetings HR Department Representative HR Department Representative

MeetingsMeetings

What is FSU Doing?What is FSU Doing?

Three-Year Project Three-Year Project BudgetBudget

Non-Recurring Non-Recurring $7,276,795$7,276,795 $7,232,425$7,232,425 $5,313,058$5,313,058

Recurring Recurring (Operational)(Operational)$ 549,999$ 549,999$ 944,215$ 944,215$ 928,483$ 928,483

TOTALSTOTALS $7,826,794$7,826,794$8,176,640$8,176,640$6,241,541$6,241,541

ExpensesExpenses 20032003 20042004 20052005

Total Three-Year BudgetTotal Three-Year Budget

$ 22,244,975$ 22,244,975

Summary of Project CostsSummary of Project CostsFiscal Year 02-03Fiscal Year 02-03

Non-Recurring ExpensesNon-Recurring Expenses $10,200,978$10,200,978 $ 7,141,072$ 7,141,072

Recurring Expenses Recurring Expenses (Operational)(Operational)$ 549,999$ 549,999$ $ 707,891707,891

TOTALSTOTALS $10,750,977$10,750,977 $ 7,848,963$ 7,848,963

Actual Actual BudgetedBudgeted EOY *EOY *

EOY Budget SurplusEOY Budget Surplus $ 2,902014$ 2,902014

* Includes expended, encumbered, projected.* Includes expended, encumbered, projected.

For more information:For more information:

►www.aim.fsu.eduwww.aim.fsu.edu for presentation and for presentation and other information regarding the AIM other information regarding the AIM projectproject

►dhemings@bearingpoint.netdhemings@bearingpoint.net