Presentation on theme: "Carnegie Mellon University"— Presentation transcript:
1Carnegie Mellon University CMUWorks - Staff Council UpdateMarch 15, 2012
2Agenda Case for Change: Why Are We Replacing Our Systems The Vendor Selection ProcessWhy WorkdayProject OverviewObjectivesScopeGovernance & Team StructureTimelineQuestions
3The Case for ChangeOutdated, fragile technology doesn’t meet the University’s needs and is not sustainableComplex, out of date processes and multiple approval requirements reduce administrative effectiveness and efficiencyCMUWorksFew individuals with the system knowledge to update, maintain, and repair the dated HR systemCarnegie Mellon University needs a flexible, configurable system with the ability to support the expanding global campus…Employees are required to go to great lengths to keep the University functioning with the earlier generation technology which is time consuming and costlyand must continue to invest in its future by reducing administrative burdens and enabling staff with new toolsMultiple audit failures and new regulations require CMU to implement processes and systems to reduce risk and enhance complianceInadequate reporting and lack of user friendly, accurate data presents challenges for timely decision making and business intelligence
4Vendor Selection Process Create RFPConduct Vendor Landscape AnalysisCreate Short List of Preferred VendorsSelect Leading Vendors for DemosCreated RFP based on requirement gathering across campus. Included over 1400 requirements in extensive proposal.Conducted vendor landscape analysis to identify vendors that could support CMU’s business needs.Created ‘short list’ of preferred vendors based on company background, functionality, industry and capability (Higher Ed, International, etc.) and issued RFP.Selected five leading HR/Payroll vendors (Oracle, PeopleSoft, ADP, Kronos and Workday) for full day demonstrations; conducted technical assessment for each vendorNarrow SearchIdentify Leading ChoiceSelectVendorFinalize ContractNarrowed search to two vendors: PeopleSoft and WorkdayInvited over 200 campus members to participate in demonstrationReference CallsTotal Cost of Ownership and Business Stability assessmentIdentified Workday as the leading choice of the team; determined that it made sense to conduct a more thorough gap analysis because Workday is a SaaS model (and is not customizable) we needed to be sure it would meet our needs.Selected Workday HCM/Payroll solution on April 1st, 2011.Performed extensive contract negotiation process with Workday. Finalized contract on September 14th, 2011.
5Why Workday? Strong Business Case Pace of Innovation Usability Best Fit for CMUA modern, flexible platform for future growthReduced administrative burden on CMU staffLower total cost of ownershipPace of InnovationOngoing Updates: Always on the Same VersionContinuous improvement and lessons learned from peer universitiesAbility to influence Workday Higher Ed product developmentAdditional functionality (e.g. faculty management, PTO, position administration etc.)Early Adopter, part of Workday’s Higher Ed Design Partner GroupUsabilityPositive Campus ReactionOver 80 people attended the Workday demo; 50 evaluated the system; 40 chose WorkdayUser friendly interface results in increased productivity and rapid user adoptionEmpowers users at all levels to easily access information, participate in business processes, and collaborate across the university
6Robust Auditing and Reporting Capability Why Workday?TechnologyState of the Art Architecture and SupportRequires less hardware and maintenance support; Workday assumes many of the support, training, infrastructure and security risksArchitecture is consistent with our approach to business services and the information systems that support themRapid development and deployment of new functionality due to modern technologyRobust Auditing and Reporting CapabilitySupport Decision Making and Strategic PlanningEnhanced reporting, ad-hoc query capabilities and online analytics; actionable business intelligence at your fingertipsAudit and governance requirements can be readily addressed; Workday was designed with a ‘compliance rich’ environment in mind
7What will we be able to do in Workday? Workday modules/functionality in scope includes:Core HR, Employee Self Service (ESS), Manager Self Service (MSS), North America Payroll, Position Management, Compensation Management, Absence/Leave Management, Benefits Administration, Performance Management, and Time & AttendanceLanding Screen for Employees
8Mobile TechnologyWorkday is compatible with iPads and iPhones and provides access to real time business insight on the goView To Do’s and RequestsSearch & View employee dataView your dashboardApprove actions from your worklist*Limited functionality available (e.g., no access to your dashboard)
9Project Objectives - Business Process Review The CMUWorks project is a collaborative effort between Human Resources, Finance,Computing Services and campus to implement a fully integrated HR and Payrollsolution, an automated Time and Attendance system, and a Global Payroll solution.The CMUWorks Project will:Implement a modern, unified solution that will create the foundation for future strategic initiativesDesign standardized University wide to-be processes for HR, Benefits, and Payroll to support and enhance the new systemsOptimize the HR/Payroll operating model for the delivery of flexible and reliable servicesEnable self-service when you want it; help when you need itReduce security and compliance risk and facilitate complianceProvide access to shared, real time financial and operational insight for internal and external stakeholdersImprove the efficiency and effectiveness of business operations enabling CMU to better direct their resources toward the core mission of educating students and performing leading edge researchBuild on CMU’s tradition of innovation and play an integral role in facilitating the achievement of the University’s vision
10Scope and Objectives Components of the Business Process Review ActivityDescriptionOutputsProject KickoffIdentify stakeholders, confirm project goals and objectives and determine communication needs.Stakeholder ListProject CharterCommunication PlanTo-Be Business Process DesignApply best practices across HR, Payroll, and Benefits to streamline end-to-end business processes.Business Process InventoryHigh Level ‘To-be’ Process DesignsExternal System Fit Gap (i.e. Recruitment, SIS, Time and Attendance)CMU will determine how external systems will be used; integration activities will be documented in the Workday Implementation PlanSystem Owner Assessment of Future FunctionalityWorkday Implementation Plan (incorporating system assessments)Key Scope Decision ResolutionsIdentification and resolution of key scope decisions; project team will evaluate business impacts and project scope and present the recommended solution to the appropriate decision making body for final resolutionDecision LogCompleted Decision DocumentsNext Stage Operating ModelDefine the future operating model for HR and Payroll functions within the University’s priorities.‘Next Stage’ HR/Payroll Operating ModelRequirement Definition Gap AnalysisDocument business and technical requirements. Identify major Workday gaps and mitigation.Business and Technical RequirementsWorkday Gap ApproachWorkday Implementation PlanDevelop a Workday implementation plan based on the updated processes and identified gaps.Conversion ApproachConfiguration ApproachBusiness Continuity ApproachScope Definition and Implementation PlanIntegration Approach PlanImpact Analysis for Bringing Payroll In-HouseProject ManagementCreate the project workplan, and provide project oversightStatus Reports (Weekly)WorkplanChange Management and CommunicationsCreate the project communication plan, perform change management activities, and create and distribute communications that facilitate organizational changeOngoing project communications and change management activities
11(Core Team Members, Team Leads, Project SMEs, Process Owners) Project GovernanceExecutive Sponsors (Tri-Weekly)Provide overall executive leadership for the project, setting strategic goals and objectivesOperate as Project ChampionsAccountable for resultsApprove changes to policies and procedures, as neededApprove Change Controls, as neededExecutive SponsorsAdvisory Team (Bi-Weekly)Represent client’s HR, Payroll, IT and Business Leadership for soundness of solution, to confirm business needs are addressedOperate as Project Champions within the their functionsProvide input on overall strategy and designFacilitate decision making on issues related to their responsibility areasAdvisory TeamProgram Management (Daily)Provide consistent leadership and vision to the ProgramProvide regular direction to the Project Team and review deliverablesCoordinate communication among Executive Sponsors, Advisory Team, and Project TeamIdentify, escalate, and resolve risks and issuesConfirm all decisions/recommendations before Advisory Team reviewManage Change Control processProgram ManagementCampus Team (Bi-Weekly/Weekly)Represent School’s/Department’s functions & processesRepresent business requirements in strategy and design sessionsProvide first point of input and review on project deliverablesIdentify unique business requirements for legal and regulatory complianceAct as local change agent for Human Resources/PayrollConduct quality assurance reviews on a regular basisCampus TeamProject Team (Accenture & CMU) (Daily)Core Team Members: Responsible for development of outputs and leading key working sessionsTeam Leads: Manage and provide direction to team members in support of project objectivesProject SMEs: Participate and provide input to the business process design sessionsProcess Owners: Act as the primary owner of any process or policy changesProject Team(Core Team Members, Team Leads, Project SMEs, Process Owners)
12Team StructureCampus is an integral part of the CMUWorks Team; the Campus Team is compromised of representatives from the academic and business units.
13Draft CMUWorks Timeline CMUWorks is a multi-year project that will allow for better integration of systems andenable us to improve services.DraftDeployment 2014TBDAll dates in the draft timeline (other than the Business Process Review) are tentative.Time & Labor and Global Payroll timelines are dependent upon vendor selection and the Workday Implementation Planning phase of the Business Process Review.A detailed timeline, with go-live date, will be posted to the site in late April, 2012.
14Project Resources CMUWorks Website: http://www.cmu.edu/hr/cmu- works/index.htmlCMUWorks Mail Box:Workday Website