1. Project Update
BSAG
December 7, 2016

2. UGA OneSource Roadmap As of 12/1/2016 Go Live Financials Management
2017
2018
2019 7 8 9 10 11 12 1 2 3 4 5 6
Financials Management
Plan and Discover
Analyze and Design
Configure and Develop
Test and Train
Deploy and Optimize
Budgeting
Plan and Discover
Analyze and Design
Configure and Develop
Test and Train
Deploy and Opt.
Business Intelligence
Plan and Disc.
Analyze and Design
Config and Develop
Test and Train
Deploy and Opt.
HR/Payroll (Human Capital Management HCM)
July – Process Design and Compliance Review
October & November – UGA Review of OneUSG business processes
Early 2017 – R1 Shared Strategy Session
UGA Configure and Develop
UGA Test and Train
UGA Deploy and Optimize
OneUSG HCM Implementations for USG Institutions

3. OneSource Financials Project Timeline Phases I & II Plan & Discover – Analyze & Design Fall 2016 and Spring 2017
Sept Oct Nov Dec Jan Feb Mar April May June
2017
2016
General Ledger
Project Costing (non-grants)
Accounts Receivable
Hyperion/Budgets
Grants
Accounts Payable
Purchasing
Asset Management

4. Implementation Activities*
Plan and Prepare for Production Cutover
Develop Cutover and Contingency Plans
Assess the Readiness to Go Live
Cutover to Production
Production Support Service
Conduct an Assessment of the Project
PHASE V Deploy & Optimize
Update the Infrastructure and Validate Conversion
System/Integration, Acceptance, Performance, and/or Parallel Testing
Transfer Knowledge by Jointly Finalizing the Configuration and Business Process Guides
Train End Users
Prepare to Go-Live
Conduct a Quality Assurance Review
PHASE IV Test & Train
Update Technical Environment
Develop and Migrate Customizations, Modifications, Reports, and Interfaces
Convert Data
Plan Security Scheme and Setup
Conduct User Testing
Redefine Business Processes
Continue Configuration
Complete the Configured System Prototype
Prepare User Documentation and Communications
Conduct Quality Assurance Review
PHASE III Configure & Develop
Prepare Technical Environment
Facilitate Interactive Design and Prototyping (IDP) Sessions (Detailed Fit/Gap Analysis)
Build Preliminary System Prototype
Develop Functional Specifications for Customizations, Modifications, Reports, and Interfaces
Prepare Technical Plans
Formulate Preliminary Training Plan
Complete Detailed Project Work Plan
PHASE II Analyze & Design
Planning and Orientation
Project Readiness Assessment
Business Process Overview
Preliminary Fit/Gap Analysis
Confirm Project Scope
Preliminary Project Work Plan
Project Charter
PHASE I Plan & Discover
*Propel Methodology

5. Accomplishments: October – November 2016
UGA Executive Sponsor Fall Meeting Completed
Chart of Accounts Design Working Version Completed 
Purchasing Decision to continue with SciQuest/UGAmart Approved
Purchasing Value Assessment Completed
Financials Discovery Activities Completed for : General Ledger, Budgets, Accounts Receivable, and Grants
Business Intelligence Assessment Completed
Time and Labor Discovery Activities Completed

6. Planned Project Activity: December– March
Change Management
ArchNews update Jan 10; Columns article Jan 17; Town Hall Feb 2
Project Team Training: PeopleSoft modules, People Skills, and Change Management
Identify Change Champions
Finance
Begin Discovery in Accounts Payable, Travel/Expense, Purchasing and Asset Management
Requirements gathering and fit/gap in all finance areas
Begin system prototype and business process design in: Budgeting, G/L, A/R, A/P, Grants, and Purchasing
Preparing Departmental Systems and Business Processes for PeopleSoft
Chart of Accounts Engagement with Business Managers
Determine Effort Reporting solution to replace PAR System
HR/Payroll (Human Capital Management)
Time & Labor Public Forum
OneUSG discovery sessions for Research/Land Grant needs​
OneSource HCM discovery sessions for campus on key components
OneUSG informational sessions for UGA Human Resource unit leaders
Technical
Building and configuring PeopleSoft and Hyperion “development” environments

7. Preparing Departmental Systems
Preparing Departmental Systems and/or Business Process as part of OneSource - PeopleSoft Transition
To assist with the implementation of the new finance and human resources solutions, we will be engaging with IT Leadership and Chief Business Officers across campus in discussions about preparing and readying departmental systems and/or business process that will need to be modified as part of the transition to PeopleSoft
SAVE THE DATE: December 15 – 9:00 – 11:00 am MLC 148
Informational Session to begin conversions on actions that will need to be taken and actions needed to prepare departmental systems and processes.
On November 21, there was information shared about current interfaces into the mainframe and a survey to gather feedback on additional departmental systems that may have integrations.
Examples of what will change:
Department Numbers
Position Numbers
Account Numbers
Feeds/Reports currently coming from the mainframe

8. Chart of Accounts Engagement with Business Managers
A working version of the new chart of accounts is now available.
In preparation for its use by UGA, we are interested in obtaining your questions and concerns about how the new chart fields and values will be used and implemented in your areas. There will be a Chart of Accounts Workshop with UGA business managers to discuss steps units should take for chart of accounts implementation as well as share implementation plans between units.
SAVE THE DATE: Wednesday, February 15 from 9:00 a.m. – 11:00 a.m., Location to be announced.
In advance of the February 15 session, we ask that you complete a survey regarding the new chart of accounts to help facilitate and guide the discussion. A link to the survey will be sent on December 8 and if possible ask you to complete by Monday, January 9.

9. Change Champions - Nominations
Change Champions Are
A two-way communication channel to ensure rapid and accurate communications to the business
A cross-functional network of people outside the project team who will serve as advocates for Project OneSource process and policy changes
A group of people who influence positive change
A formal network to leverage peer-to-peer communication (in addition to traditional communication methods)
Change Champions Are NOT
A replacement for existing communication mechanisms. Change Champion communications are more tailored to specific employee groups, less formal, and typically more engaging than traditional communications
A substitute for the existing management structure
A substitute for management’s accountability in achieving implementation goals
A decision-making body

10. Change Readiness Why do we have Change Champions?
Communication is most effective when it is face-to-face. People want an opportunity to be heard and give their opinion. With a project of this size it is impossible for the project team to communicate individually without assistance.
To Minimize Implementation Complexity
Include a formal mechanism for gathering feedback regarding the integration and monitoring employee impact. Enable Change Champions and their areas to resolve concerns without waiting for “formal, official” communications.
To Build Accountability and Ownership
Quickly disseminate accurate implementation information and minimize rumors that can derail the effort.
To Enhance Speed
Free employees from informal communications and noise and allow them to focus on their current responsibilities (e.g. curtail rumors and speculation and focus on “what does this mean to me” issues).
To Maximize Productivity
Provide front-line resources to assist people in dealing with uncertainty and ambiguity as Project OneSource progresses through implementation.
To Promote Understanding
Enable face-to-face and informal communications that are required to influence and change behaviors and attitudes.
To Advocate Positive Change
Tailor communications language, messages and methods to employees whose jobs are changing.
To Explain, “What’s in it for me?”

11. Change Champion Roles
Act as the key liaison between the OneSource Project Team and the end-user Stakeholders
Facilitate local organizational / departmental communication activities and provide insight into local organizational / departmental job impacts
Monitor status of local change management and communication activities and provide feedback to Project Team
Identify and address pockets of resistance in their areas
Visibly support the vision, objectives, & benefits of the project

12. Change Champions Understands our environment
Positive outlook and attitude
Respected in their workplace
Good communicators
Interested in the Project’s Success

13. Primary Contacts Financials HR IT Grants
Serve as contact for queries about Departmental environments
Included in all external Project Communications
Multiples in departments with distributed responsibilities
Financials HR IT
Grants

14. Advisory Team Participation Roles Trainers Testers Fresh Eyes
Members of other
Advisory Teams
Participation Roles
Advisory Team
Core Team
Chair and Secretary
Fresh Eyes
Testers
Trainers
SOS Go Live
Change Champions

15. Volunteers Current volunteers and nominations:
Over 300 employees signed up to participate
Representing 125 departments from 43 units
Still accepting volunteers
Participation through the phases:
Throughout the project all volunteers will participate in some capacity
Many participation opportunities remain, including testing, training, etc.

16. Q&A
Project Feedback onesource.uga.edu Project Director Chris Wilkins