1. How to Manage Your Cloud Implementation
The Right Stuff:
How to Manage Your Cloud Implementation
Oracle Open World

4. Vanderbilt University
Our Strategic Priorities
Undergraduate residential Experience
TRANS-INSTITUTIONAL PROGRAMS
Education technologies
Healthcare solutions
Offer students a rich and diverse intellectual community that educates the whole person and cultivates lifelong learning 
Advance discovery and learning, through providing cutting-edge immersion experiences for students
Embrace new education technologies that foster innovation in learning, teaching, and discovery
Refine health-related initiatives and inventory existing health-related interdisciplinary centers and institutes at Vanderbilt 

5. Vanderbilt’s Tremendous Growth
WHILE FINANCE AND HR SYSTEMS REMAINED Stagnant
Endowment
Unrestricted Operating Revenue
Faculty and Staff
Administrative Systems
1988
2014

6. Project Catalysts VU/VUMC Separation Assurance Risk Mitigation
Strategic Evolution
Lagging Technology
Lost Productivity

7. Lagging Technology
Lost Productivity

8. Processing FedEx® charges shouldn’t look like this.

9. New Business Objects Application Concur
BI Launch Pad   
New Business Objects Application
Concur
  Vanderbilt Employee Reimbursement
C2HR
Connect to HR
DMS 
Departmental Management System
eDog 
General Ledger Data
ePac
  Personnel Action Change
eProcurement
  Purchase Requisitions
Exempt Time Off 
Exempt Time Off
e-Timesheet
  Electronic Timesheet
Kronos
  Electronic Time and Attendance System
NCOA
  Narrative Chart Of Accounts
Pcard
  Procurement Card PM
  Privilege Management
Taleo
  Employee Recruiting
WALDO
  Labor Data

11. Mission statement
Support Vanderbilt University’s academic mission by modernizing its financial, administrative and research support systems.

12. Project Guiding Principles
SkyVU Overview
Project Guiding Principles
Simplification & Standardization
Forward Focus
Accountable Governance
Transparency & Inclusion
Measurable Results
Vanderbilt University

13. Upgrading legacy systems
Leapfrogging two generations of technology
1980s
1990s
Two Generations
2000s
2016
Mainframe
Client-server
Web
SaaS/Cloud
Where we were
Where we are now

14. Build vs. Buy

15. Build vs. Buy Requirements Driven Solution Driven
Assumed Customization
Scope Creep
Solution Driven
Drives Improvement
Quicker delivery to the user

16. Looking Forward

17. New Business Objects Application Concur
BI Launch Pad   
New Business Objects Application
Concur
  Vanderbilt Employee Reimbursement
C2HR
Connect to HR
DMS 
Departmental Management System
eDog 
General Ledger Data
ePac
  Personnel Action Change
eProcurement
  Purchase Requisitions
Exempt Time Off 
Exempt Time Off
e-Timesheet
  Electronic Timesheet
Kronos
  Electronic Time and Attendance System
NCOA
  Narrative Chart Of Accounts
Pcard
  Procurement Card PM
  Privilege Management
Taleo
  Employee Recruiting
WALDO
  Labor Data

18. Oracle Business Intelligence
Go-Live
Ready
SkyVU Timeline
FY16
FY17
FY18
Go-Live
Feb
Mar
Apr
May
Jun
Jul
Aug
Sept
Oct
Nov
Dec
Jan
Today
Configuration
Validation
Transition
Realization
Business Processes
&
Oracle
Applications Cloud
Oracle Business Intelligence
Configuration & Business Process Mapping
Grants, Finance, HRCM
CT-1
ERP
CT-1
HCM
Config and Process Mapping
Grants, Finance, HCM, + Projects: Capital, Cores, Faculty Funds,
Gifts & Endowments
CT 2 Prep:
Data Conversion
CT-2
ERP
& HCM
Config and Process Mapping
Grants, Finance, HCM, Projects + Work-group Solutions
CT-2.1
Grants w/
Data
Re- Converted
Non-Grants PPM
Workgroup
Solutions
Testing
System Integration
Test: II.I:
Late Bloomers
&
Wallflowers
SIT
Prep
SIT 1
Oracle to
SIT 2
External
Vendors
& Internal
Systems
Release 12 upgrade
&
User Acceptance
Production Build, Mock Conversion & Testing
Community
Readiness
&
Training
Payroll
Parallels
Workgroups: Workflow & Security, Labor Distribution, Fringe, Faculty Pay, PeopleSoft Student Systems
Planning & Budgeting Planning
Design
Configuration/Build
Train/Test
Rollout: Capital, Budgeting, Forecasting
Operational Reporting
Analysis
Operational
Reporting
Test & Dev.
BI Author & Consumer Training
BI Apps
Roadmap
Cloud
Reporting
Security
BI Apps Implementation
Historical Reporting: inventory, move data to warehouse, add BI Tool access
Oracle Business Intelligence Suite (On-premise) - Academic, DAR, Gen Counsel, Research
Cutover Deadline: 4/30/2018
Endowment
FunDriver Implementation & Initial Testing
Testing (SIT 2)
Go-Live/
Conversion/
Cutover Activities
eMarketplace
Aquiire eMarketplace Implementation & Initial Testing
Testing (SIT 2)
Effort Certification
ecrt
Process, Data
Mapping, Conversion
System
Configuration &
Data Integration
Design
ecrt Testing
Integrations
In Scope Integrations
Testing (SIT 2)
IDM/MDM
IDM & MDM (person data: EPI replacement) Implementation Cutover target: 5/31/18
Research
Research Systems Replacement Assessment
Research Systems Replacement Planning
Vendor Demos and Selection w Faculty
Facilities
Facilities Systems Assessment

19. TIMELINE March 2016 Summer Winter Spring Fall Spring
Project Kick-Off Town Hall
Change Champions Launched
Research & Facilities Systems Assessments completed
March 2016
Summer
Winter
Spring
Fall
Spring
Initial System Configuration and Testing
Chart of Accounts and Change Agents Role announced at Town Hall
Business Process Reviews & 2nd System Configuration and Testing
TIMELINE

20. ePAC & C2HR transactions end eProcurement & Concur transactions end
Cutover Milestones
ePAC & C2HR transactions end
eProcurement & Concur transactions end
Taleo Blackout
Data Conversion
from Legacy Systems
Dec 1
Dec 6
Dec 15 HR
Finance/Grants
Expenses & Procurement
Dec 22
Jan 6
Grants
December Close
Convert 14,000 Cost Centers to New COA
Load 10,000 Employee Records
17mo. GL balances(14k cost centers)
fixed assets, projects, AR-grants, 2k Awards & Grants Projects
2,000 Awards 4,000 Projects (manual updating)
Dec. converted balances, PPM project costs, General AR, Project Balances
10,000 open POs
6,000 vendors
data validation
data validation
data validation
Jan 2
Jan 8
Biweekly Payroll Timekeeping Begins
Weekly Payroll Timekeeping Begins
Oracle Open
• Purchasing • Expenses
• HR Transactions
Biweekly & Weekly Manager Time Approvals Due
Oracle GL
Opens
Dec 17
Dec 25
Jan 3
2,000 employees 12/17–12/30, paid 1/5
500 employees 12/25–12/31, paid 1/5

21. CROSS-INSTITUTIONAL ENGAGEMENT
Project Involvement
CROSS-INSTITUTIONAL ENGAGEMENT

22. Sponsorship, Management, & Outreach
Executive Steering Committee
John Lutz
Eric Kopstain
Susan Wente
Brett Sweet
Barb Carroll
Dennis Johnson
SkyVU Project
Financials
Human Resources
Grants
Procurement & Disbursements
Business Intelligence
Research
Change Management
IDM & MDM
Technical
Schools & Departments
Business Partners
Change Network
Larger Vanderbilt Community

23. Building a Strong Core Team
Prioritizing business acumen over technical skills
Expanding search outside of traditional IT staffing with strategic hires and partnerships
Focus on Process Owners
Internal
External
Vendor
Consultant

24. Program Management Executive Sponsors Program Director
Eric Kopstain
(DofA)
Brett Sweet
(Finance)
Audrey Anderson
(General Counsel)
John Lutz
(VUIT)
Susan Wente
(Provost)
Barbara Carroll
(HR)
Steve Kish
(Huron – ex officio)
Joanne Olsen
(Oracle – ex officio)
Susie Stalcup
(DAR)
Doug Horr
(Internal Audit)
Program Director
Nicole Oeser
Vivek Cherian (Huron)
Kevin Owen (VU Technical Director)
Deepesh Chugh (Oracle)
Susan Garland (Huron)
General Ledger
Grants
Michelle Vazin
Huron
Endowment
Gena Cobble
Assets
Jana Blick AR
Jana Blick
Kristy Stone
Julia Weiss
Cash
Trey Beasley
Faculty Funds: Kurt Shepherd
Capital Projects: Jana Blick, Debbie Janke
Cores: Cathy Snyder
Gifts & Endowments: Gena Cobble
Projects - PPM
(Non-Grants)
Chuck Nicholas
Jim McCarthy
Procurement & eCatalog
Keith Cribbs AP
Tiffany Gregory
Expenses
Eric Bymaster
Evelyn Galletti
Kirk Stonecipher
Budget
Huron
Mary Jo Louie, Matthew McGlasson
Matthew McGlasson, Kimberly Emery
Mary Jo Louie, Tony Grayson
Dalana Robertson
Oracle
Kristie Hall
HCM Core
Huron
Catherine Wood
Terri Armstrong
Benefits
David O’Ferrell
Time & Labor
Catherine Wood
Terri Armstrong
Absence Management
David O’Ferrell
Payroll
Stacy Hatten
Taleo
Amanda Jacob
Business Intelligence
Huron
Kara Sundar, Amanda Roberts
Change Management & Training
Huron
Josh Vincent
Business Processes, Workflow & Security
Huron
Janiece Harrison
Huron
Research
Kristie Hall, Kimberly Emery
Jasen Ingram
Data Conversion
Dylan Platz
IDM & MDM
Andy Green, Kimberly Emery
Integrations
Oracle

25. Adjusting Core Team Makeup Over Time
Equal Parts Internal, Consultant, and Vendor
Internal Core Team
Takes on Increasing Responsibility
Internal Core Team
Assumes Majority of Core Responsibility
Internal
External
Vendor
Consultant
time

26. Oracle Business Intelligence
SkyVU Timeline
FY16
FY17
FY18
Go-Live
Ready
Go-Live
Feb
Mar
Apr
May
Jun
Jul
Aug
Sept
Oct
Nov
Dec
Jan
Today
Configuration
Validation
Transition
Realization
Business Processes
&
Oracle
Applications Cloud
Oracle Business Intelligence
Configuration & Business Process Mapping
Grants, Finance, HCM
CT-1
ERP
CT-1
HCM
Config and Process Mapping
Grants, Finance, HCM, + Projects: Capital, Cores, Faculty Funds, Gifts & Endowments
CT 2 Prep:
Data Conversion
CT-2
ERP
& HCM
Config and Process Mapping
Grants, Finance, HCM, Projects + Work-group Solutions
CT-2.1
Grants w/
Data
Re- Converted
Non-Grants PPM
Workgroup
Solutions
Testing
System Integration
Test: II.I:
Late Bloomers
&
Wallflowers
SIT
Prep
SIT 1
Oracle to
SIT 2
External
Vendors
& Internal
Systems
Release 12 upgrade
&
User Acceptance
Community
Readiness
&
Training
Payroll
Parallels
Workgroups: Workflow & Security, Labor Distribution, Fringe, Faculty Pay, PeopleSoft Student Systems
Planning & Budgeting Planning
Design
Configuration/Build
Train/Test
Rollout: Capital, Budgeting, Forecasting
Operational Reporting
Analysis
Operational
Reporting
Test & Dev.
BI Author & Consumer Training
BI Apps
Roadmap
Cloud
Reporting
Security
BI Apps Implementation
Historical Reporting: inventory, move data to warehouse, add BI Tool access
Oracle Business Intelligence Suite (On-premise) - Academic, DAR, Gen Counsel, Research
Cutover Deadline: 4/30/2018
Endowment
FunDriver Implementation & Initial Testing
Testing (SIT 2)
Go-Live/
Conversion/
Cutover Activities
eMarketplace
Aquiire eMarketplace Implementation & Initial Testing
Testing (SIT 2)
Effort Certification
ecrt
Process, Data
Mapping, Conversion
System
Configuration &
Data Integration
Design
ecrt Testing
Integrations
In Scope Integrations
Testing (SIT 2)
IDM/MDM
IDM & MDM (person data: EPI replacement) Implementation Cutover target: 5/31/18
Research
Research Systems Replacement Assessment
Research Systems Replacement Planning
Vendor Demos and Selection w Faculty
Facilities
Facilities Systems Assessment

27. Role of “IT” in a Cloud Implementation

28. Building a Strong Core Team
Functional Leads (Process Owners) are empowered to make necessary and beneficial changes supported by the vendor, external consultants and internal resources
Core Team

29. Engaging Business Officers
Senior representatives from each school and administrative division
Engaged early & often
Develop decentralized buy-in
Learn and take ownership of new processes
Aide in local adoption efforts
Unwinding existing systems and processes
Core Team
Business Officers

30. Reaching the Broad Community
Self-selected and appointed decentralized end-users who can foster adoption efforts locally through early and consistent exposure to changes and beneficial consequences (structured change management program)
Core Team
Business Officers
Change Network

31. Changing technology and processes

32. Process Redesign Overview
Inventory
Mapping
Analysis

33. Process Redesign: Roles
Project Managers
Functional Leads
Subject Matter Expert Core Teams
Business Partners
CROSS-INSTITUTIONAL ENGAGEMENT

34. Sample Business Process Inventory
ERP – General Ledger Business Processes

35. SkyVU Business Processes
Mapping BPM
Analysis BPA
Workshops to Map Processes
Functional Lead
Core Teams
Huron BPM Consultants
Oracle Consultants
SkyVU Project Manager
Analysis Sessions to Validate Maps
Functional Lead
Business Partners
Huron BPM Consultants
SkyVU BPA Lead

36. Institutional Validation & Engagement Approach
July
January
April
Design
Configure
Validate
Realization
Business
Partner
Validation
Update
Maps
Update
Maps
Update
Maps
Update
Maps
Conduct SIT Sessions
Update
Maps
Conduct Workshops
Business
Partner
Validation
Conduct Workshops
Business
Partner
Validation
BPM 2
BPM 3
Business Process Analysis
Business Process Analysis Lead works with Business Partners to engage institutional stakeholders
Operationalize Business Processes
BPM 1

37. From Process Maps to Stories
PURCHASE ASSET
RECEIVE PAYMENT
EXPENSE A TRIP

38. BPA2: Finance
Three (3) representative stories covering decentralized (departmental) aspects of several business processes:
Procurement
Payables
Expenses
Asset Management
General Ledger

39. BPA2: Finance
Three (3) representative stories covering decentralized (departmental) aspects of several business processes:
Procurement
Payables
Expenses
Asset Management
General Ledger

40. Engaging the end user How the layered approach to organizing project involvement drives end-user adoption

41. Change Network Change Champions Business Partners Communication
wide influence | enable change | actively engaged
Business Partners
process redesign | context | business needs
Communication
MyVU | website | printed materials
Training
online | job aides | in person support
Change Agents
local influence | advocate change | direct feedback

42. Change Network
Business Partners
Change Agents
Change Champions

43. Business Partners Aid in process redesign Provide context for “why”
Support change from a business perspective
Change Agents
Change Champions

44. Business Partner Participation
As central figures in their home areas, BPs ensure project success by involvement in
Process Validation
Communicating Changes to Home Areas
Obtaining Area Feedback

45. Business Partners: Beyond Map Analysis
Supporting the
Business Partner Working Sessions
Crowd-Sourcing Solutions to Implementation Challenges
Solution Driven Approach
Business Partner-led Change Dialogues
Transferring Ownership / Responsibility to Local Leaders through planned communications by each to their stakeholders

46. Change Champions Participate actively and visibly
Business Partners
Participate actively and visibly
Create positive expectations
Coalition building
Communication
Support and reinforce project objectives
Change Agents
Change Champions

47. Change Champions Program Update Executive Steering Committee
Bonnie Bielec
Law
Ella Butler
Diversity
Tana Hoffman
Engineering
Katie Stubblefield
Internal Audit
Angela Land-Dedrick
Office of the Provost
Heather Marabeti
DAR
Melanie Moran
Public Affairs
Norma Gandy
Blair
Bryan Ratliff
Peabody
Rich Germano
VUIT
Christy Hooper
General Counsel
Marie McEntire
Divinity
Dalana Robertson
Finance
Robin Carlson
Caitlin Mullaney
Owen
Elizabeth Boyd
Learning &
Residential Affairs
Anne Lara
School of Medicine
Stella Vazna
Susie Archer
Enrollment Affairs
Becky Keck
School of Nursing
Crystal Laster
Tiffany Giese
Arts & Science
Josh Brewer
Leanne Meador
Investments
Laura Nairon
Administration
Shunta Curry
Chancellor’s Office
Leigh Shoup
Darlene Bethke
Bryn Evans
Lori Hemmer
Kim Mallory
Mary Michael-Woolman
Graduate School
Judy Peterson
Divinity & Libraries
Candice Storey Lee
Athletics
Lindsay Burgener
Lauren Kysar
Dean of Students
Executive Steering Committee

48. Change Agents Advocate for change via local interactions
Business Partners
Advocate for change via local interactions
Clarify changes (nuts & bolts) & empower end users
Reassure peers about project impacts
Assist & support users in daily use
Change Agents
Change Champions

49. Change Network Change Champions SkyVU Teams Change Agents
positional influence | enable change
SkyVU Teams
cross-institutional collaboration
Change Agents
personal influence | advocate change | direct feedback to SkyVU

51. Key Events, Impact, and Next Horizon Highlighting Milestones, Obtaining Feedback, and Evaluating Progress

52. Change Network Forum Attendees Project Motivations Major Changes
Ongoing Learning
Next Steps
Leading during Change
Interactive participation

53. “I’ve been through a few IT system conversions in my work life, but this is by far the best training and communication I’ve ever seen.  You all are to be congratulated!”
Bart Brunk
Managing Director, Operations Office of Investments

54. Expected Impact to Business
Changes in Productivity
When are benefits of our new system and changes to processes realized?
How long before our performance returns to what it was in the old system?
Business performance
Go-Live
How deep is the dip in business performance with the implementation of a new system?
time
Source: Gartner (July 2017)

55. Expected Impact to Business
Changes in Productivity
When are benefits of our new system and changes to processes realized?
How long before our performance returns to what it was in the old system?
Business performance
How deep is the dip in business performance with the implementation of a new system?
time
Source: Gartner (July 2017)

56. Project Guiding Principles
SkyVU Overview
Project Guiding Principles
Simplification & Standardization
Forward Focus
Accountable Governance
Transparency & Inclusion
Measurable Results
Vanderbilt University

57. Governance Prevents Regression