1. EXPLORE THE WORLD. START WITHIN. Embrace Or Replace Bellarmine University’s ERP Journey

2. Bellarmine University’s strategic plan has some ambitious goals: double the number of students add more schools and academic programs double the number of campus facilities And, of course, hire high-quality faculty and support them with time for research and development. We needed a solid infrastructure, both human and technical, to help realize this vision. www.EmbraceOurReplace.com

3. Bellarmine’s ERP Past In 1997 Bellarmine implemented an ERP solution. By 2001 the developer had been acquired and the product rebranded without major changes to functionality or interface.

4. Bellarmine’s ERP Present Since that time company has continued to maintain the software, but has made no substantive changes to the system other than the inclusion of a web portal Bellarmine is effectively utilizing mid-1990’s software technology to manage and present all core data

5. Bellarmine Changed the ERP Did Not Bellarmine modified the ERP or obtained third- party packages to add required functionality These actions added the needed functionality, but they also made the ERP a non-standard implementation Bellarmine did not do a good job of recording these modifications which has helped to make our ERP very hard to maintain and update

6. ERP Challenges Facing Bellarmine There is a great deal of community discontent about the current ERP Several functional areas of Bellarmine are underserved by the ERP Most IT time goes into integration support rather than new functionality We have no real room for growth in the existing system and there are rumors it will be sunset

7. The climate was right for us to profoundly shift our capabilities and achieve our vision Embrace or Replace

8. Why was the climate right? Raising the issue helped facilitate collaboration Identified our needs and defined a goal Documented business processes Collectively found the best software solution Ultimately, initiated a movement

9. July 2013 Initial Project Plan

10. 1.Establish an IT ERP Leadership Team 2.Establish a Campus-wide ERP Task Force 3.Document our Processes and Critical Functions 4.Develop a Request For Information (RFI) and Initial Vendor List 5.Review RFI Responses and Select Finalists 6.Conduct on Campus Demos for the Community 7.Make Recommendation to the President

11. July 2013 Engaged ERP Consultant

12. One of the major challenges with the current system is that it is seen as an IT- owned service. To be ultimately successful as we move forward we need to make the transition to viewing the ERP as a university-wide sponsored and owned service. To do this we must develop the RFI from a point of view "outside" of IT.

13. September 2013 Conducted Business Process Review

15. System Ownership At Bellarmine the ERP system is generally seen as a tool that is the owned by the Information Technology department and delivered to the community in a very tightly controlled manner. The business process review advised us that universities reporting the highest levels of user satisfaction and productivity view their ERP system as user-owned and driven, but supported by the Information Technology department. In that model, “power users” of the system are empowered to align the tool with their business processes for improved productivity.

16. Training Training on the ERP system generally occurs when people begin working at Bellarmine and is delivered in an ad hoc manner from others in their department. The reviewers concluded that a lack of formalized training is a big limiter in ERP productivity at Bellarmine. They also advised that training should be led by a team representing the user perspective.

17. Reporting The business process review indicated that all departments are disadvantaged by the lack of a modern, end-user-driven reporting tool. Current tools are either antiquated or require advanced system knowledge and some programming skill. This problem creates a massive backlog in reporting which results in great user dissatisfaction and much stress for the Information Technology department.

18. Data Integrity and Departmental Collaboration Each department interacts with the ERP software in their own way with little understanding of how their actions affect other departments. This manifests itself in inconsistent practices for shared data, like name and address formats. It is also creates problems in defining data as various departments often have different definitions for key data elements, like student statuses.

19. Other Assorted Systems Bellarmine’s historical reliance on third-party software and especially our use of Excel spreadsheets to maintain data outside of ERP has caused a host of problems. One of the major issues is that report information created by different departments is often different, giving rise to multiple versions of truth. It also means that the Information Technology department has to work harder on integrating and maintaining multiple systems which takes time away from creating new functionality not available within the core software.

20. November 2013 Released Formal RFI

21. November 2013 Chartered the Steering Committee

22. 41 People representing 11 Departments 41 People representing 11 Departments

23. December 2013 Selected 3 Finalists

25. January 2014 Reviewed Vendor Presentations

26. Two things became apparent after the presentations 1. We needed to develop a measurement system that was less quantitative and more qualitative 2. We needed to adjust our thinking from what is best for a person or department to what is best for Bellarmine as a whole

27. February 2014 Crafted an Evaluation Instrument

28. System would move us backward in that there would be a loss of some critical capabilities provided by our current ERP environment.

29. System would require us to significantly rework our business processes just to maintain (if not lessen) the current level of functionality provided in our current ERP environment

30. Simply a lateral move for us. We would not gain or lose anything. Once implemented, we would effectively return to the capabilities we have today in our ERP environment

31. Gives us some new functionality and/or ease of use beyond what our ERP allows us currently, but provides nothing revolutionary to our community

32. Offers a profound shift in our capabilities and enhances our ability to meet Vision 2020

33. Current System

34. February 2014 Steering Committee Compared Vendors

37. The committee was unsatisfied with each of these solutions … which led us to realize there were problems with our selection criteria … so we decided to invite the next two vendors to campus for evaluation

38. April 2014 Reviewed More Vendor Presentations

39. Big Commitment 5 vendors conducted 70 sessions on campus Bellarmine had 1,469 attendees at those sessions, over 20 attendees per session

40. May 2014 Steering Committee Assessed Top 3 Vendors

41. Current System

42. JX Vendor 1

43. Vendor 2

45. Now, does it make sense? The Committee Chose… Can Ellucian make us more Effective?

47. June 2014 Detailed Scoping with Ellucian

50. Ellucian Colleague will add significant technical complexity

51. System Administrator Business Analyst(s) Programmer(s) Database Administrator Webmaster/SharePoint Administrator

53. Immediate Organizational Changes Dedicate a person to be the full-time Project Manager for the implementation Create a new position of Database Administrator and fill it as soon as possible Dedicate a person to be the full-time Legacy ERP Administrator and have them manage the sunset and data migration ERP Admin

54. Administrative Computing Organization During the Implementation Percentage of effort shifts from Legacy ERP to Ellucian as more areas are taken into production on Ellucian ERP Admin

55. Administrative Computing Organization when Fully Implemented Project Manager moves to System Administrator Dedicate resources to ongoing training and report creation

56. June 2014 Ellucian Reference Checks

57. July 2014 Steering Committee Roundup Meeting

58. September 2014 Present the Committee Recommendation to President

59. Keys to Success Create a partnership with Ellucian, they should not be our adversary Constantly communicate to all stakeholders Adequately resource the project and ensure sufficient funding Manage expectations – many constituents across the campus community may expect the ERP to solve more than it can Ensure that decision making and issue resolution happens quickly Encourage functional ownership of the project and figure out how to free up staff to participate effectively Implement professional project management processes Setup accountability systems EARLY in the implementation process – once it starts things will move quickly

60. Feel free to contact me for questions or additional information. Eric Satterly Vice Provost for Information Technology esatterly@bellarmine.edu www.EmbraceOurReplace.com