Administrative Systems Modernization Program ASMP 2.0 Town Hall April 1, 2014

It all started…

ASMP- Case for Change Desire to take advantage of technological advancements Mitigate risks of relying on aging technology toolset (Adabas/Natural are reaching end of life) Integration with third party open standard systems is very difficult and expensive in the current environment Up-to-date standards and best practices are difficult with current toolset Difficulty attracting and retaining workforce 4

Create Business Driven Systems and Data Management Modernize the Administrative IT Infrastructure Strengthen the Systems Development Processes Create Business Driven Systems and Data Management Modernize the Administrative IT Infrastructure Strengthen the Systems Development Processes ASMP Administrative Systems Master Plan 2012

Implement Workday for HR/Payroll and Finance. Student-TBD. Transition distributed systems off mainframe. Develop Strategic Reporting Master Plan and Enhance IQ Implement Open Systems Technical Architecture (Integration and Development) Develop, Test and Deploy Standards and Methodology Processes Implement Workday for HR/Payroll and Finance. Student-TBD. Transition distributed systems off mainframe. Develop Strategic Reporting Master Plan and Enhance IQ Implement Open Systems Technical Architecture (Integration and Development) Develop, Test and Deploy Standards and Methodology Processes Create Business Driven Systems and Data Management Modernize the Administrative IT Infrastructure Strengthen the Systems Development Processes Create Business Driven Systems and Data Management Modernize the Administrative IT Infrastructure Strengthen the Systems Development Processes ASMP Administrative Systems Master Plan Administrative Systems Modernization Program

7 Guiding Principles Open and transparent communication Involvement of key stakeholders Strong governance Adoption of best practice business processes Customization used only where needed for operational or competitive advantage Opportunities for career development

Current Activities Integration Partner Contract Negotiations Preliminary Planning Governance Staffing

ERP Implementation Jim Daniel

ERP Implementation Scope Replace HR/Payroll and Finance systems with Workday Replace the full suite of Student systems Status Filling lead and project team positions Project team training underway Preliminary planning to prepare for requirements discovery, business process review and chart of accounts design Preliminary planning to orient integration partner to our environment

ERP Implementation Vision Streamline and simplify business processes Provide seamless integration Optimize system flexibility to support dynamic functional and technical requirements Intuitive modern user experience More robust self service Enhanced mobile capabilities Better analytics and access to data for decision- making

Student Systems Jody Couch

Student Systems Scope Select and implement the Student ERP system Status Workday Design Partner Requirements gathering starting this summer Projected timeline (dates will be adjusted as needed)  Recruiting/Admissions 8/2017  Financial Aid 2/2018  Student Records 4/2018  Student Billing 6/2018  Term-End Activities 12/2018 Vision Engage the campus community to select and implement the best-fit student information system for UT

Enterprise Data and Applications Modernization Dana Cook

Distributed Software Systems Scope - Planning Objectives Inventory of all Administrative Systems on campus Develop a master road map for all administrative systems on the mainframe by compiling road maps from all units and reconciling dependencies, resource needs, etc. Note: Student Administration mainframe-based non- ERP systems planning and road mapping will take place on a separate timeline. More details to come.

Distributed Software Systems Status - Planning Inventory of all Administrative Systems on campus:  100% participation; Completed!  Some interesting stats… –1,569 administrative systems; 1,024 run or use mainframe resources –450 student systems; 399 shadow and supplemental –205 financial systems; 74 shadow and supplemental –137 HR/Payroll systems; 55 shadow and supplemental Develop a master road map for all administrative systems on the mainframe:  Received 60-70% unit-level road maps; expect to have a draft master road map by the end of April

Distributed Software Systems Status - Implementation Staffing the lead and team for this area Defining initial list of transition support offerings for campus Best practice documentation starting (i.e. vendor product selection, suggested contract language, etc.) Beginning to work with areas who are transitioning early (i.e. Development) Starting to pull together work groups around common needs and/or identifying units who can participate in efforts that are starting (i.e. Faculty Recruiting, Room Scheduling)

Distributed Software Systems Vision Overall coordination of the modernization transitions throughout the ASMP 2.0 Program (sans ERP components) Provide transition support to units across campus (i.e. tools, best practices, help resolving issues, design, etc.) Facilitate cross-unit collaboration on common needs Assist in transition of interfaces to Master Data Repository as historical and cross-area data needs dictate

Data Management Kristi Fisher

Data Management Scope Enterprise-wide Data Governance Cross-platform Accessibility  IQ expanded to provide full data integrations (cross-platform and archived data) as well as access point for DSS applications Strategic Reporting Continuity  Maintain access for strategic and statutory reporting throughout project lifecycle Data Profiling, Mapping, Metadata & Business Glossary Master Data Management Tools  Provide transparency to authoritative data sources, transformations, data quality, definitions, business rules

Data Management Status – just getting started : Analyzing opportunities and dependencies with DSS initiative Reviewing options for leveraging and extending IQ capacity Evaluating needed staffing, hardware, software, and training Investigating master data management software tools for tracking data conversions, mapping, definitions, quality, ownership, etc. Reviewing data governance policy work started by Data Management Committee in 2013 and evaluating scope of governance structure

Data Management Vision Deliver “Data as a Service” (DaaS) Clear data governance policies and procedures will be established for the ERP and all tools and systems that use institutional data Access to authoritative institutional data will be continuous, regardless of source/platform/location Movement and meaning of data between platforms will be tracked, known, and transparent Data can be integrated across business domains, regardless of current platform Ability to produce data for strategic management information and statutory reports will be uninterrupted Appropriate tools will be available for accessing institutional data, including mechanisms to support distributed systems

Enterprise Readiness Penny Snider

Enterprise Readiness Scope Prepare the campus for upcoming changes through training, communication, and change management

Enterprise Readiness Status Identifying ways to foster communication and involvement with the University community throughout the program Developing a liaison program with representatives from across campus to help their areas transition to the new systems and business processes Focusing on project team training and planning for additional training needs

Enterprise Readiness Status - Training

Enterprise Readiness Vision Facilitate a positive change experience for the University community Provide a variety of tools to prepare for the changes (training, workshops, communications, job aids) Foster interaction with the user community throughout the change journey (liaisons, feedback mechanisms)

Technical Architecture Julienne VanDerZiel

Technical Architecture Scope Support cloud, package and custom applications for Administrative units and their interfaces.  Production Architecture: -Workflow, ESB, Document Management, SOA Architecture, Database, Security and Authorization, Batch, Infrastructure, Monitoring -Used by Workday ERP, Application Modernization, and community at large  Development Architecture: Support standard framework, tools, and environment for application development, configuration, integration, testing, training and staging environments -Configuration Management, tenant and integration environment management, development and testing tools -Application Development standards and guidelines

Technical Architecture Status In negotiations to define Design and Specification Project High Level Diagrams and Requirements Completed from prior ASMP workgroups Goals:  Architecture defined: end of Summer/early Fall, 2014  Design and Build: Fall, 2014  Development environments available: end of year, 2014 –May build out iteratively to have some components available earlier

Technical Architecture Vision Meet the core needs of the administrative community, now and in the future Scalable, proven and flexible solutions to meet changing business and IT needs Standard, sustainable, and secure Promote reuse, increase speed and accuracy Learn more at the FYI session tomorrow: 10:30 a.m. in Avaya Auditorium!

Questions