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Carnegie Mellon University

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Presentation on theme: "Carnegie Mellon University"— Presentation transcript:

1 Carnegie Mellon University
CMUWorks - Staff Council Update March 15, 2012

2 Agenda Case for Change: Why Are We Replacing Our Systems
The Vendor Selection Process Why Workday Project Overview Objectives Scope Governance & Team Structure Timeline Questions

3 The Case for Change Outdated, fragile technology doesn’t meet the University’s needs and is not sustainable Complex, out of date processes and multiple approval requirements reduce administrative effectiveness and efficiency CMUWorks Few individuals with the system knowledge to update, maintain, and repair the dated HR system Carnegie 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 costly and must continue to invest in its future by reducing administrative burdens and enabling staff with new tools Multiple audit failures and new regulations require CMU to implement processes and systems to reduce risk and enhance compliance Inadequate reporting and lack of user friendly, accurate data presents challenges for timely decision making and business intelligence

4 Vendor Selection Process
Create RFP Conduct Vendor Landscape Analysis Create Short List of Preferred Vendors Select Leading Vendors for Demos Created 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 vendor Narrow Search Identify Leading Choice Select Vendor Finalize Contract Narrowed search to two vendors: PeopleSoft and Workday Invited over 200 campus members to participate in demonstration Reference Calls Total Cost of Ownership and Business Stability assessment Identified 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.

5 Why Workday? Strong Business Case Pace of Innovation Usability
Best Fit for CMU A modern, flexible platform for future growth Reduced administrative burden on CMU staff Lower total cost of ownership Pace of Innovation Ongoing Updates: Always on the Same Version Continuous improvement and lessons learned from peer universities Ability to influence Workday Higher Ed product development Additional functionality (e.g. faculty management, PTO, position administration etc.) Early Adopter, part of Workday’s Higher Ed Design Partner Group Usability Positive Campus Reaction Over 80 people attended the Workday demo; 50 evaluated the system; 40 chose Workday User friendly interface results in increased productivity and rapid user adoption Empowers users at all levels to easily access information, participate in business processes, and collaborate across the university

6 Robust Auditing and Reporting Capability
Why Workday? Technology State of the Art Architecture and Support Requires less hardware and maintenance support; Workday assumes many of the support, training, infrastructure and security risks Architecture is consistent with our approach to business services and the information systems that support them Rapid development and deployment of new functionality due to modern technology Robust Auditing and Reporting Capability Support Decision Making and Strategic Planning Enhanced reporting, ad-hoc query capabilities and online analytics; actionable business intelligence at your fingertips Audit and governance requirements can be readily addressed; Workday was designed with a ‘compliance rich’ environment in mind

7 What 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 & Attendance Landing Screen for Employees

8 Mobile Technology Workday is compatible with iPads and iPhones and provides access to real time business insight on the go View To Do’s and Requests Search & View employee data View your dashboard Approve actions from your worklist *Limited functionality available (e.g., no access to your dashboard)

9 Project 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 Payroll solution, 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 initiatives Design standardized University wide to-be processes for HR, Benefits, and Payroll to support and enhance the new systems Optimize the HR/Payroll operating model for the delivery of flexible and reliable services Enable self-service when you want it; help when you need it Reduce security and compliance risk and facilitate compliance Provide access to shared, real time financial and operational insight for internal and external stakeholders Improve 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 research Build on CMU’s tradition of innovation and play an integral role in facilitating the achievement of the University’s vision

10 Scope and Objectives Components of the Business Process Review
Activity Description Outputs Project Kickoff Identify stakeholders, confirm project goals and objectives and determine communication needs. Stakeholder List Project Charter Communication Plan To-Be Business Process Design Apply best practices across HR, Payroll, and Benefits to streamline end-to-end business processes. Business Process Inventory High Level ‘To-be’ Process Designs External 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 Plan System Owner Assessment of Future Functionality Workday Implementation Plan (incorporating system assessments) Key Scope Decision Resolutions Identification 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 resolution Decision Log Completed Decision Documents Next Stage Operating Model Define the future operating model for HR and Payroll functions within the University’s priorities. ‘Next Stage’ HR/Payroll Operating Model Requirement Definition Gap Analysis Document business and technical requirements. Identify major Workday gaps and mitigation. Business and Technical Requirements Workday Gap Approach Workday Implementation Plan Develop a Workday implementation plan based on the updated processes and identified gaps. Conversion Approach Configuration Approach Business Continuity Approach Scope Definition and Implementation Plan Integration Approach Plan Impact Analysis for Bringing Payroll In-House Project Management Create the project workplan, and provide project oversight Status Reports (Weekly) Workplan Change Management and Communications Create the project communication plan, perform change management activities, and create and distribute communications that facilitate organizational change Ongoing project communications and change management activities

11 (Core Team Members, Team Leads, Project SMEs, Process Owners)
Project Governance Executive Sponsors (Tri-Weekly) Provide overall executive leadership for the project, setting strategic goals and objectives Operate as Project Champions Accountable for results Approve changes to policies and procedures, as needed Approve Change Controls, as needed Executive Sponsors Advisory Team (Bi-Weekly) Represent client’s HR, Payroll, IT and Business Leadership for soundness of solution, to confirm business needs are addressed Operate as Project Champions within the their functions Provide input on overall strategy and design Facilitate decision making on issues related to their responsibility areas Advisory Team Program Management (Daily) Provide consistent leadership and vision to the Program Provide regular direction to the Project Team and review deliverables Coordinate communication among Executive Sponsors, Advisory Team, and Project Team Identify, escalate, and resolve risks and issues Confirm all decisions/recommendations before Advisory Team review Manage Change Control process Program Management Campus Team (Bi-Weekly/Weekly) Represent School’s/Department’s functions & processes Represent business requirements in strategy and design sessions Provide first point of input and review on project deliverables Identify unique business requirements for legal and regulatory compliance Act as local change agent for Human Resources/Payroll Conduct quality assurance reviews on a regular basis Campus Team Project Team (Accenture & CMU) (Daily) Core Team Members: Responsible for development of outputs and leading key working sessions Team Leads: Manage and provide direction to team members in support of project objectives Project SMEs: Participate and provide input to the business process design sessions Process Owners: Act as the primary owner of any process or policy changes Project Team (Core Team Members, Team Leads, Project SMEs, Process Owners)

12 Team Structure Campus is an integral part of the CMUWorks Team; the Campus Team is compromised of representatives from the academic and business units.

13 Draft CMUWorks Timeline
CMUWorks is a multi-year project that will allow for better integration of systems and enable us to improve services. Draft Deployment 2014 TBD All 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.

14 Project Resources CMUWorks Website:
works/index.html CMUWorks Mail Box: Workday Website

15 Questions

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