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Workday Financials Implementation Project

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2 Workday Financials Implementation Project
Insert Meeting Title Date and Time Room #

3 A Landmark Project Joint implementation by the two Controller’s Offices at Pomona and at CUC of the same new accounting and budgeting system at the same time The financials systems (accounting and budgeting) are currently on two different systems – one at Pomona and another administered by CUC for the other six colleges and CUC. The systems are inadequate for the colleges’ business needs including reporting, and integrated services. Workday was chosen because of its ability to provide modern technology for TCC financial services.

4 What is Workday? An enterprise software system
Software-as-a-Service (SaaS) Hosted by Workday Built on modern object-oriented technology Cloud-based with online web access Updates issued to all customers at the same time Not customizable, but instead configurable to meet each customer’s needs The new system reduces administrative overhead and provides twice yearly software updates with new features and technology. These updates are developed and pushed out by Workday, saving the Colleges the expense of large upgrades and of developing new solutions. Workday is currently used at many higher ed institutions including Brown, Georgetown, University of Rochester, NYU and Yale.

5 What We Gain From Workday
A modern financial system to replace Jenzabar CX (general ledger only) at Pomona and Datatel Colleague at all other Colleges.

6 What We Gain From Workday
Solutions for three major needs: Robust reporting for decision-making Integrated budgeting and planning tools Business processes with embedded workflows and document management Better reports and analysis for colleges and departments Better projections and priority setting Easier processes and approval tracking for departments and staff. Modern on-line services – will be able to minimize the paper.

7 Guiding Principles Use Workday business processes as delivered
Adopt the same business processes for all entities Keep it simple Make thoughtful and deliberate decisions Follow-up on “parking lot” issues post go-live Escalate decision-making issues to BFAC on a timely basis Respect one another Manage change proactively and be transparent. The BFAC, as Executive Sponsors for the Workday Financials Implementation, has adopted a set of principles to guide the implementation project.  The principles may be modified as more experience is gained. Use Workday business processes as delivered We will not design the system based on current business processes; we will gain a thorough understanding of the delivered business processes and change existing business processes accordingly.  It will help to plan backwards, keeping the end purpose in mind. Adopt the same business processes for all entities Our intent is to “hold hands” and use the same business processes across the eight institutions to achieve optimum efficiencies and best practices. We recognize there may be extenuating circumstances that cause deviation, especially when we expect the process will not be accepted or understood by those not intimately involved with the system design.  All the parties agree to abide by the BFAC approved decision matrix. Keep it simple The design work should focus on a straightforward solution. Multiple levels of approval, crosschecks and complexity can be added after the go live date if determined to be truly necessary. The common regret heard from Workday references is that the institution made the system too complex; it is easier to add more complexity later, but harder to simplify. The Japanese concept of poka-yoke should prevail, i.e. “All else equal, a simple and elegant solution is better than a complex one”. Make thoughtful and deliberate decisions Due to the large amount of design and the short amount of time to complete, thoughtful and deliberate decisions are needed to achieve success. We will not dwell on minor points. Unresolved issues are the quicksand of implementation projects. We will make tentative decisions and put them on the “parking lot” annotated as something to review again, as time permits. Disagreements on more significant points will be escalated to BFAC for their resolution if the core team cannot quickly come to agreement. The issues on the parking lot will be reviewed and decisions reassessed before the go live date if possible; otherwise we will review the issues on the parking lot and reassess the decisions made after the system has been in operation for a few months. Follow up on “parking lot” issues post go live After the system has been operational for a few months, evaluate decisions made where there was a disagreement and either affirm the original decision or modify the system. The “parking lot” items should be reviewed and reassessed as well as more significant decisions that were escalated to the BFAC. Escalate decision-making issues to BFAC on a timely basis If the design team cannot agree on a solution, the issue will be escalated to the BFAC for resolution. The BFAC meets twice a month and has committed to meet more frequently in order to make timely decisions. To the extent practicable, the issue will be described in writing in advance of the meeting. However, if the issue arises immediately prior to a BFAC meeting, the subject may be introduced at the meeting and subsequently documented. The BFAC generally agrees to make a decision when the issue is presented, but may occasionally defer until the next meeting in order to make a more informed decision. Respect one another Design team members will have different opinions. When we debate and discuss differing opinions, we will always show respect to individuals. All of us will end up compromising on some aspects of the design or the project work. We recognize that this is hard work and time consuming.  Many of us may be pushed outside of our comfort zone; however, we will remain respectful to one another. Manage change proactively and be transparent We are committed to making information about the project available to The Claremont Colleges community and to alerting them to the upcoming changes.  We will communicate frequently and in a variety of formats so that anyone in the community can learn about the project.  We will host workshops and demonstrations as well as provide written documentation so that community members can learn how the new system affects them.  We will assist members of the community as they undertake new administrative processes and reporting.

8 How was Workday Selected?
In-depth needs assessment conducted Several major software systems evaluated Vetted with accounting and IT staff from all campuses Feedback solicited, compiled and compared Workday recommended to Council and unanimously approved.

9 Timing & Scope – First Round
Go Live date of July 1, 2015 Financial functions include: Accounts Payable Cash Receipts Journal Entries General Ledger Reporting Integrates with existing systems Student Accounts, Gifts, Payroll

10 Project Schedule Plan Stage Architect Stage Configure and Prototype
October – November, 2014 Architect Stage November – December, 2014 Configure and Prototype January – March, 2015 Testing March –May, 2015 Deploy Go Live - July 1, 2015 Workday uses an accelerated methodology for software implementation. It is comprised of five stages: Plan Stage – The planning and organization for the project. This included writing the project charter, developing the project plan, and forming the teams. Architect Stage – in depth workshops and design to begin to craft the appropriate configurations and business processes. In this stage TCC will develop the first iteration of the financial data model. Configure and Build – the system is configured, reports are built, and integrations with other systems are developed. TCC validates requirements and begins to ensure business needs are met. Testing is planned Testing – extensive testing of the system, including end-to-end testing and user acceptance testing. Training of the system for end-users is conducted. Deploy Stage – the final review of the software solution before moving it into production on July 1 for the new fiscal year.

11 Timing & Scope – Second Round
Multiple Go Live dates after July 1, 2015 Functions include: Procurement Fixed Assets Endowment Unitization Post-Award Grants Budgeting and Planning Employee Expense Reimbursements

12 Other Workday Products
HCM (HR/Payroll) – Implementation decision to be determined in the future Student – Council approved becoming a Strategic Influencer; implementation decision to be determined in the future These products may be considered in the future by TCC but no decisions have been made. The student strategic influencer agreement is an agreement to guide how Workday designs course sharing among colleges in its student system. This agreement does not obligate TCC to implement Workday Student, but does lock in price discounts and guarantees, if TCC decides to go forward in the future.

13 Project Organization Project Roles Project Owner – CUC CEO
Executive Sponsors – BFAC Project Management Office (PMO) CUC CEO, two BFAC members, two IT representatives and PMT Project Management Team (PMT) Project Manager, Financial Leads Use this slide or the following slide. But be sure to incorporate that the core teams come from each college.

14 Change Management Consultant Workday Engagement Manager
Project Management Organization Project Manager* Bob Caragher Project Owner – Liaison to ITC Stig Lanesskog Executive Sponsor – BFAC Liaison, 2014/15 Chair Andrew Dorantes Financial Leads* Mia Alonzo, Mary Lou Woods Information Technology Rene Yang, Andrew Crawford Change Management Lead Karen Sisson Project Management Office (PMO) *The Project Manager and Financial Leads together comprise the Project Management Team (PMT) Change Management Consultant Nancy Krogh Workday Engagement Manager Mark Wangeman Training Lead Mary Lou Woods Testing Lead Mia Alonzo

15 Core/Design Team POMONA
Mary Lou Woods, Vickie Roberts, CJ Seumalo, Dave Wallace CGU Leslie Negritto SCRIPPS Janet Grieman CMC Erin Watkins HMC Scott Martin PITZER Lori Yoshino KGI Erin Quillen CUC Mia Alonzo, Adele Vuong, Michelle Bernal, Jessica Schatz, Mabel Hanken, Jennifer Stockton Insert Core Team Members Names and Treasurer’s can reorder to highlight their college’s representative.

16 How Can Staff and Faculty Learn More?
Demo Days Demonstrations of standard business processes (for example: submitting an invoice for payment) with open invitation. Design Review Sessions Team-led interactive reviews of design components. Training Days Opportunities to try out business processes. Project Website Information about status of project and training and demo opportunities. There will be regular communication and opportunities to participate as the project goes forward. Please encourage your staff to attend and engage in the implementation. (Tailor title to audience.)

17 Key Contacts Stig Lanesskog Project Owner Andrew Dorantes Chair, BFAC, Executive Sponsors Bob Caragher Project Manager, PMT Mia Alonzo Financial Lead, PMT Mary Lou Woods Financial Lead, PMT <Insert Treasurer Name> <Insert Core Team Members from College> Put the names in the project organization slide Tailor this slide for the project team at the College: include the treasurer and the core team members.

18 Questions and Answers


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