1. ERP Applications Selection in a Changing Marketplace Evaluation of Software Providers for Midsize Institutions Bill Reed Director, Special Projects Northern Kentucky University

2. Major Metropolitan University Over 14,000 Students (FTE 10,500) Undergraduate Education; Graduate Programs; Community Engagement www.nku.edu

3. Why Should We Do This?  Information systems provide the infrastructure for delivery of essential services (recruiting, admissions, financial aid, course registration, grading, degree progress, reporting, budget preparation, fiscal management, organizational management, payroll, alumni development, facilities management, on and on and on)  Our current systems (financial, human resources, and student records) can’t meet the needs of a modern metropolitan university  We need systems that are enablers of change, not roadblocks  NKU’s strategic initiatives cannot be achieved without a foundation of robust, efficient information systems  Access to information for decision-making is difficult  The cost/benefit ratio for maintaining older technology platforms is very poor  Risk incurred by delaying replacement is too high

4. How Do We Get Started? Create an operational framework Steering Committee (executive level) – general guidance and authority Advisory Committee (one level lower, key Directors and major stakeholders) – decision-making and consensus-building Core Project Team (experienced staff from key departments on full-time re-assignment) – leadership and daily operations

5. How Do We Get Started? Establish goals and an identity  NKU’s PRISM Project – Process Re-Engineering and Information Systems Migration prism.nku.eduprism.nku.edu  Implement efficient, flexible, well-integrated systems that support our core mission of educating students  Improve our business practices internally and externally  Enhance our capacity and ability to manage change

6. Conduct Informal Research  What are our benchmark or peer institutions using?  Who is making news in the higher ed space?  What does the IT and business literature tell us about these providers?  How do people commonly implement these systems?  Can we get a fix on typical budgets for these projects?  How do these systems look and feel? How Do We Get Started?

7. Now We’re Getting Serious: How Do We Make a Good Decision?  Keep the focus on the project goals  Describe the general scope and any known constraints  Be specific on format of responses and evaluation criteria  Establish a reasonable timeline  Preserve maximum flexibility for reaching a decision Publish a Request for Proposals

8. Now We’re Getting Serious: How Do We Make a Good Decision?  Identify representative processes and/or critical business scenarios  Examine the underlying technology  Focus on architecture, tools, and sample functionality  Don’t allow demos of versions in development (look at release history and R&D budgets as predictors of future behavior) Conduct Structured Demonstrations

9. Now We’re Getting Serious: How Do We Make a Good Decision?  System architecture (including support for open standards), security configuration, reporting functionality  Application software functionality (including support for best practices)  Company characteristics (strategic vision, customer support resources and commitment, R&D, financial stability, client references)  Total costs (acquisition, implementation, maintenance)  Implementation and maintenance factors (availability and cost of 3rd party consulting and training services, proven methodologies for implementation and support, training plans and opportunities) Evaluation and Selection

10. Why SAP?  System architecture (including support for open standards), security configuration, reporting functionality  Application software functionality (including support for best practices)  Company characteristics (strategic vision, customer support resources and commitment, R&D, financial stability, client references)  Total costs (acquisition, implementation, maintenance)  Implementation and maintenance factors (availability and cost of 3rd party consulting and training services, proven methodologies for implementation and support, training plans and opportunities) Our Advisory Committee unanimously agreed that SAP offered the best fit with our project goals.

11. Questions? Bill Reed reedb@nku.edureedb@nku.edu PRISM Project prism.nku.eduprism.nku.edu Northern Kentucky University www.nku.eduwww.nku.edu