0. Our People. Our Project. Summary of Change Impacts Finance & Research Finance Reviewed by AVP (Admin) & CFO – Sept. 18/13 Circulation to FFAC by End of September – for discussion in Octobers FFAC
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September 2013

1. June 2013 Survey Results on Mosaic Awareness
We’re less than 10 weeks until Go-Live!
Average awareness of 2.5
73% of respondents are slightly aware or better
Why is awareness this low:
Is this reasonable?
What can “we” do to change this?

2. Table of contents
Provide the Mosaic Change Strategy & Engagement Curve
Introduction and objective – for change impact sharing
Definition and purpose of a change impact assessment
Approach to gather and review change impacts
List of people who reviewed the change impact summary document
Review of impacted work streams in Finance and Research Finance
Detailed summary of high impact changes in Finance
Anticipated role changes in Financial Affairs and Decentralized areas
Next steps
Supplementary Appendix Information
Detailed approach to gather change impacts
Documentation approach
Primary change impact categories
Degrees of change used for each impact
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3. Mosaic Change Strategy
Key Points:
An effective OCM strategy is essential to enable the people to embrace and fully realize the benefits of the new system. 
Results of any change effort cannot be achieved without the willing support and work of those impacted by the change itself.
The more that change plans are fully integrated, the greater the likelihood of a successful implementation.
Critical Success Factors:
Employees demonstrate an understanding of why the change is happening, they engage in the solution and stay the course to the next milestone.
Communications build awareness of change efforts and are segmented and customized for different audiences.
Training vehicles are used to ensure that individuals are well supported and able to perform job tasks post implementation.
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4. Financial Advisory Leaders Success Strategies
Successful Leadership Behaviours
Leaders demonstrate unified sponsorship: sustained beyond formal agreement
Establish and communicate the business context and rationale
Participate in shared goal setting – together we “own” the new system
Promote genuine openness, identify concerns fairly
Make difficult resource decisions together to see the project through
Develop “our” people – giving opportunities within
Develop sponsorship throughout and across all areas of the University
Be flexible when it’s critical to the success of our people and/or our project
Understand the change impacts and create a climate for change
Support and encourage recognition
Encourage teamwork, cooperation and integrative thinking
Stimulate critical thinking in others
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5. Mosaic Change Strategy
Change management (based on Change Leadership, John Kotter’s, 8 step change model):
Increase Urgency: Align stakeholders to a common goal of supporting the organization's transformation journey. Done - Financial Forum 2011.
Build the Guiding Team: A high performing project team to foster effective teamwork and decision-making Mosaic Steering Committee 
Get the Right Vision: Engage stakeholders in building a consensus future-state vision to meet requirements and support organizational strategy.
Communicate for Buy-In: Help employees understand the transformation and what it means for them. Facilitated through advisory committees.
Empower Action: Training people on what they need to know, when they need to know it and support them to hone the new skills.
Create Short-term Wins: Celebrate project milestones along the way. Identify quick wins after Go-Live which will reinforce success.
Don’t Let Up: Ensure continual communications and involvement of leaders at all levels pre and post Go- Live to demonstrate commitment.
Make it Stick: Identify organizational incentives/mechanisms to reinforce changes in behaviour (e.g., performance measures/KPIs, etc.). Continue to support employees, both end-users and project team members, following implementation with knowledge/training support, reinforcing messaging and leadership support.
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6. Mosaic Engagement Curve
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7. Introduction and objective
The purpose of this document is to:
Present a summary of the changes identified during the high-level impacts sessions
Discuss possible changes to roles / addition of tasks in:
Financial Affairs
Decentralized departments across campus
Present possible change management, communications and training activities to proactively plan for the high-impact changes identified
Note: This document is not intended to provide a thorough analysis of stakeholder issues but reflects those key ‘high impact’ areas that will be of importance to end-users in departments and/or offices across campus
Based on the scope of this objective – it will be important to share this document with the broader community of advisors. The first opportunity for this is the FFAC mailing – to finalize the deck and -out prior to September 26th meeting for “reading” then add to the October FFAC agenda for discussion (recognizing it’s a big deck requiring some departmental consideration to ensure the document is added to where necessary).
Action: this item will be Pre-Circulated to FFAC, it will be mentioned at the September 26, 2013 meeting. The topic will require more substantial discussion in October at FFAC.
Further – the OCM team should consider discussions needed with CAW / other unions for their information regarding key changes to roles
Action: Wanda McKenna has scheduled an initial discussion meeting with Beth Couchman to start.
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8. Mosaic Changes for Finance
December Go-Live:
The finance community will see a replacement of several outdated systems currently in use as well as an introduction to new modules and functionality that are currently not available (e.g., AR module).
Primary Change: the main accounting system, FAS, will be replaced by a cohesive PeopleSoft suite that will provide integrated modules; G/L, A/P, purchasing, A/R, project costing as well as a new budgeting tool, Hyperion.
Further change: affects affiliates, ancillaries and users with unique processes who need integrate their systems that will remain after the go-live phase.
New Features: Such as, canned reports, drill down capability through to the sub-ledgers and budget modelling, will be exciting management tools but might initially seem overwhelming to end-users unaccustomed to real time reporting.
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9. Definition and purpose of a change impact assessment
What is a Change Impact Assessment?
A summary of the expected changes that may result from the implementation of PeopleSoft and how those changes will affect faculty, staff, and/or students
Identifies change impact areas that should be addressed in order for the project to move forward effectively
Identifies high-level impacts and degree of change by functional area to allow the functional areas, along with additional support from the OCM team to plan and target critical areas
Why conduct a Change Impact Assessment?
Identify changes to work activities, processes and jobs
Enable targeted communications by population group (e.g., faculty, staff, students)
Identify special training requirements needed to prepare end-users for the change
Help leaders guide people through the change, by understanding where the major changes will take place
Begin a meaningful discussion with faculty, staff and students around the impacts of the change – a discussion that will continue past the initial go-live for Finance
It is important that we all recognize that this is one-round of change impacts with many other go-lives ahead of us.
This discussion will initiate around our December go-live and continue to evolve.
Essentially we will need to work together to optimize how best to restructure what we used to do, with what we will do in the future
Particularly important is to recognize tasks we can let go of, while adopting new tasks associated with the new system
For example, manual paper printing, transportation, hand-signing will dissipate while transactions are initiated at a source, and support is scanned into the system for automated work-flow through approvals.
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10. The approach to gather change impacts for Finance and Research Finance
The impacts outlined on the following pages were identified, reviewed and validated by Finance and Research Finance project team members, Functional Leads and Functional Chairs – further insight from Advisory Committee members will round-out this document.
Interviews
Assess current state and to-be processes
Review and validate changed identified
Identify leader & support OCM tactics for high impact changes
The process to gather, review and validate change impacts… 
Interviewed Functional Leads and project team members to understand high level impacts
Documented the high level impacts on the Mosaic Change Impacts Tracker
Conducted detailed reviews of current state and to-be process maps (Industry Print) to understand changes to specific Finance and Research Finance processes
Reviewed design executive summaries prepared for and approved by Functional Chairs
Reviewed and validated detailed change impacts with project team members and Functional Leads
Please see the next slide for detailed list of reviewers from the Finance project team
Identified leader * supporting OCM tactics for high-impact changes
Solicit broader stakeholder input from the advisory teams.
Present findings to Functional Leads and project team members
It is important for FFAC members to know that the change impacts are. These were initially captured in “each” modules design document AND design executive summaries.
The changes are listed in bullet summary form at the end of each design & executive summary document.
This slide deck aims to consolidated and further summarize the changes – to aid broader understanding pre go-live.
Design documents are available in our FFAC workspace – under design:
Design Executive Summaries:
Design Documents:
Note: the each module’s design document comes out of the design workshops. So, each module has a separate page under the space identified above.
To access these links (above) copy and paste them into your browser.
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11. Project team members reviewed and validated the information in this summary
The summary of change impacts was reviewed by the Finance project team:
Functional Chair
Dee Henne
Functional Leads
Lou Mitton, Jerry Strader
Project Team
Accounts Payable, Procurement and T&E
Terri Wetton, Josh Chapman, Shakir Shaikh
A/R Billing
Debbie Weisensee, Nicholas Pegg
General Ledger and Commitment Control
Stacey Farkas, Carlos Evans
Project Costing
Kathleen Blackwood, Dan Goodstadt
This powerpoint summary is developed to aid the Functional Finance Lead and FFAC in a broader understanding of the change impacts
Particular emphasis should be on the key-impacts that might affect Financial Affairs and decentralized areas
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12. Review of impacted work streams in Finance and Research Finance
The December 2013 go-live will see the implementation of Finance and Research Finance (Post-Award) modules
Finance will see the implementation of 6 modules
Research Finance will see the implementation of 1 module but will be heavy users of PeopleSoft Financials
GO LIVE: December 1, 2013
Finance
Research Finance (Post-Award)
General Ledger and Commitment Control
Accounts Payable
Procurement
Grants Awards
Accounts Receivable / Billing
Project Costing
Travel and Expenses
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13. Summary of high impact changes in Finance
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14. Accounts Payable: detailed summary of high impact changes
The following tables describe the high-impact changes and the suggested OCM activities to address each change identified
Process
Change Impacts
(Technology, Process, People)
Functional Lead & OCM Response
Voucher Entry (PO and non-PO)
Technology
Oracle Cheque Requisition will be eliminated
Vouchers will be entered by Accounts Payable (PO) and identified users in departments (non-PO) across campus.
Supporting invoices will be scanned to attach to the voucher. This may be viewed as a workload increase, but it eliminates copying, printing and mailing paperwork for hand-signatures.
For Non-PO vouchers the replenishment of petty cash will be a new process
People
New Voucher Entry roles have been created for this process
Communication
The Voucher Entry roles will need to be communicated as a replacement to roles doing Oracle Cheque Requisition.
Unions will need to be notified of the new requirement to scan and attach receipts to the voucher (instead of traditional copying, printing, manual attaching, and signature routing)
Training
The Voucher Entry role requires training to include training on scanning and attaching invoices/receipts
Please make note of the new terminology for McMaster
OLD – Cheque Requisitions
NEW - Vouchers
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15. Accounts Payable: detailed summary of high impact changes (continued)
Process
Change Impacts
(Technology, Process, People)
Functional Lead & OCM Response
Withholding (T4A and T4A-NR)
Departments will be required to fill out the ‘supplier request’ form (new) and send it to Strategic Procurement for processing
System workflow may decrease work load for departments and Strategic Procurement
People
The issue of a T4A or T4A-NR will depend on whether or not the supplier is a resident or non-resident.
Resident: departments will go through the ICQ process to determine if it’s an independent contractor or existing employee relationship. If the supplier is new to McMaster, the supplier will be set up as a new vendor in PeopleSoft , at which point the T4A will be done
Non Resident: departments will process visitors (or non-residents) through the T4A-NR process
The process to check will be a joint responsibility between Accounts Payable, Strategic Procurement and departments (like today); Consultation with HR will also be part of the process
Communications
Department managers / supervisors will need to be made aware of the role for T4A/T4A-NR processing
Changes to the current ICQ process will need to be communicated
Training
Training will need to include information on T4A and T4A-NR, including the process for setting-up suppliers in PeopleSoft
Job Design
Department managers / supervisors will need to ensure that the T4A or T4A-NR assessment is manageable post training
Performance Support
Departments may benefit from a job aid that explains the difference between a T4A and T4A-NR along with the associated processes
Question:
Sima – can we clarify what the changes to the ICQ process will be? We currently have an ICQ form in place, does this slide suggest the form will change (e.g. will it become a form available in the system in the future).
If the supplier is already in the system can departments simply request payments to him/her via voucher creation?
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16. Accounts Receivable / Billing: detailed summary of high impact changes
Process
Change Impacts
(Technology, Process, People)
Function Lead & OCM Response
Create Manual Bills and Process Bills
Technology
Current State: Many disparate systems (e.g., shadow systems & access databases) exist for managing payments & receivables
Future State: areas will migrate to the A/R Billing module (e.g., Nuclear Reactor, Conference Services, etc.)
End-users will enter billing information directly into PeopleSoft A/R to manage payments and receivables
People
PeopleSoft language with respect to billing &receivables will be new to many individuals across campus
Segregation of duties will need to be required
Communication
Given the differences in the degree of change impact the A/R Billing system presents different adopters (e.g., Nuclear Reactor, Conference Services, etc.), Communication will be required to summarize changes affecting each group.
Training
Training will include a terminology sheet for individuals responsible for creating / processing manual bills in the system.
Process Unbilled Receipts
The people who currently use MVS OnLine Cashiering will use PeopleSoft A/R Billing to process unbilled receipts
Those not using PS non-student billing in December , but who currently use online cashiering ,will switch to depositing unbilled receipts in PeopleSoft (e.g., processing e-Select payments through Moneris)
Departments & offices across the University collecting payments will be impacted by this process & technology change
The A/R Billing ‘Create Deposit’ course will need to cover the change in process for decentralized users who collect payments.
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17. Accounts Receivable / Billing: detailed summary of high impact changes
Process
Change Impacts
(Technology, Process, People)
Functional Lead & OCM Response
Grants Billing
Technology
PeopleSoft A/R/Billing will be used to process billing and receipts for Research
The process for Research billing will change with the introduction of PeopleSoft
People
Research accountants in FHS will be responsible for reviewing the billing worksheet prepared by the administrative coordinators in each FHS department
Research accountants in McMaster Research Finance and FHS Research Finance will be responsible for billing, with separate individuals identified to handle cashiering
Segregation of duties is required
Communication
A demonstration of the new A/R billing system should be provided to accountants in FHS in advance of formal training so that they are familiar with the system and associated screens
Training
A quick reference guide / job aid will be created for individuals in McMaster Research Finance and FHS, Research Finance that walks through the grants billing processes in PeopleSoft
Question:
Sima: How soon could a demonstration be made available for FHS? Who would the MRP be for this and can they coordinate this through Susan Munro (Research Lead) and Debbie Martin (FHS Lead)?
Note: the answer to this question will be provided in an updated slide deck for October’s meeting.
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18. General Ledger: detailed summary of high impact changes
Process
Change Impacts
(Technology, Process, People)
Functional Lead & OCM Response
Create and Process Journals
Technology
At Finance go-live FAS use will be eliminated
An ‘upload spreadsheet entry’ tool will be made available to upload journal information through Excel
A new tool that will map current FAS accounts to PeopleSoft chartfields will be available to end-users
McMaster current account structure will be eliminated & a new chart of accounts will be adopted, featuring more digits and more fields
Required approvals will be routed using workflow
Increased automation and an improved GL design may decrease the number of journals that need to be processed (which will decrease work load and the time spent filtering through paper)
People
Financial system end-users across campus will need to be aware of the new chart of account structure and associated terminology (e.g., chartfield string)
Communication
The automated workflow process for approvals will require communication to approvers
Training
A terminology guide will be created for the new McMaster financial nomenclature
A tool will be created that maps the new chart of accounts to old. A quick reference card or job aid should be created to walk users through how to use the new ‘FAS Account to PeopleSoft chartfield tool ‘
A job aid will need to be created to walk users through how to upload a spreadsheet entry into the new system
Performance Support
A quick reference card explaining the new chart of account structure and account codes should be created and distributed to all financial system end-users
Question – is the performance support item necessary in addition to the terminology guide AND the mapping tool?
Note: the answer to this question will be provided in an updated slide deck for October’s meeting.
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19. General Ledger: detailed summary of high impact changes (continued)
Process
Change Impacts
(Technology, Process, People)
Functional Lead & OCM Response
Review Financial Information
Technology
FAS will be eliminated with the implementation of PeopleSoft
Many people currently use excel documents to keep track of detailed information about a given transaction – with PeopleSoft, the use of shadow systems may diminish
Currently, end-users are able to create their own reports, moving forward many reports will be available AND the ‘request query’ form will be required to obtain new specific reports (which will be reviewed against the existing available reports to avoid duplication)
The University will move from a ‘thick’ GL to a ‘thin’ GL with transactions available in sub-ledger modules accessible online using drill down capability
nVision Super Users will be able to develop reports via self-service as opposed to a request through UTS
The ability to access financial information on one integrated system will likely result in a decreased workload (in terms of time searching and tracking down information) for many financial system end-users
People
Individuals identified as ‘nVision Super Users’ will be asked to develop reports
Communications
A communication that explains what a ‘thin’ GL is will be valuable for new McMaster financial system end-users. Note: recall a thin GL relies and links to the detailed information in our integrated sub-ledger modules.
Training
Training should include the ‘request query’ form
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20. General Ledger: detailed summary of high impact changes (continued)
Process
Change Impacts
(Technology, Process, People)
Functional Lead & OCM Response
Manage Open Items
Technology
FAS will be eliminated with the implementation of PeopleSoft
Personal Development Allowance (PDA) will be managed through open item functionality by employee in PeopleSoft in the “interim” before HR go-live
Travel & Expense, Accounts Payable, the Bookstore and HR will provide information for PDA expenses, and balances will be managed through open items and the PDA program in the interim, and then will be managed through the HR system after it is implemented (in 2014)
Training
Training will include the purpose and use of open items, in addition to the new process for PDAs
Month and Year End
The use of adjustment periods (not currently used) will change the way month and year-end is processed
People
The responsibility for ‘year-end closing’ is currently a joint responsibility between Data Control in UTS and Central Finance.
Moving forward, the responsibility for year-end closing will fall under Central Finance
Training will include an explanation of adjustment periods and the impact on month and year end closing
Job Design
Central Finance may want to review the current role for ‘year-end closing’ to ensure that the additional responsibility (absorbed from UTS) will not impact the time available for other tasks
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21. Procurement: detailed summary of high impact changes
Process
Change Impacts
(Technology, Process, People)
Functional Lead & OCM Response
Requisition Creation
Technology
Current hard copy purchase requisition forms will be eliminated;
Purchase requisitions will be created online
Current State: complete hard copy requisition, scan/mail to Strategic Procurement (with supporting quotes/invoice/back-up) who enters the requisition into Walker & creates the purchase order (PO) [duplication of effort]; hard copies are routed manually for signatures.
Future State: online requisition and scan/attach supporting documents with automated approval workflow; impact decreased workload for the end-user, paper-handlers, authorizers and Strategic Procurement
For all purchases: the requisitioner of goods or services is accountable for adhering to the strategic purchasing policy (SP-01) by attaching the right number of quotes or single/sole source justification.
Purchases less than $50,000: Strategic Procurement will conduct a value-for-money sample based ‘spot-check’ twice a day before the purchase order is dispatched to the supplier AND conduct a post-PO sample-based compliance check to report compliance by Faculty/area
Purchased greater than $50,000: Strategic Procurement will perform 100% SP-01 compliance check before PO.
People
Individual accountability built into the pre-existing execution of instruments is reinforced in the systems design.
Communications
Communication about accountability should be emphasized in training.
Note: this accountability is no different than the University’s existing ‘Execution of Instruments’ from 2011 and the revised version in 2013.
It is important that people do not forget that accountability at the individual level has NOT changed.
Simply put, the system automates the Board of Governors approved accountability that has been in place for an extremely long time.
The accountability section in the Execution of Instruments has not changed in this respect between 2011 (online now) and 2013 (online in October following Board of Governors – October 24th meeting).
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22. Procurement: detailed summary of high impact changes (continued)
Process
Change Impacts
(Technology, Process, People)
Functional Lead & OCM Response
Supplier Creation and Maintenance
Technology
The ‘supplier request’ form will be used to create a new supplier
System supplier creation will decrease the work load for those people who are using paper-based forms today
People
A Strategic Procurement role will administer & manage new/existing suppliers.
Departments will complete the supplier request form for “new” supplier s (not in the system), a supplier must exist to create a requisition or non-PO voucher
Training
The ‘Supplier Request’ form will need to be included in training
Job Design
Strategic Procurement role will manage the master vendor file
The current structure of Strategic Procurement may need to be assessed to determine who (or which role) in the department will manage the master vendor file.
Requisition Approval
Hardcopy approvals will be eliminated with automated workflow.
The Execution of Instruments (EOI) updated authority matrix will be automated with workflow. Strategic Procurement thresholds are currently under review
Requisition support will need to be scan/attached to requisitions.
Workflow approval processes will decrease the time spent printing, routing, and hand-signing
Account owners will need to understand the ‘Execution of Instruments’ authority matrix & thresholds, accountabilities remain unchanged at the individual level (section II of the EOI)
Communications and Policy / Procedure
People designated as ‘approvers’ will need to understand the ‘Execution of Instruments’ and associated processes for approvals
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23. Procurement: detailed summary of high impact changes (continued)
Process
Change Impacts
(Technology, Process, People)
Functional Lead & OCM Response
Receiving
Technology
Goods delivered directly to end-users will be require end-users to do the receiving in PeopleSoft
Goods received will be managed & entered into PeopleSoft by the end-user if delivered directly as opposed to General Receiving (the current process).
People
Departments will take on a larger role in managing & tracking the delivery of goods that are not sent through the Hospital or General Receiving
Training
The requestor of the good will need to be aware of how to create purchase orders in the system and how to “receive” in the system if goods are directed to be shipped directly to the end-user.
Systems Contracts
Current state: suppliers provide a spreadsheet (w/invoice numbers, applicable taxes, etc.) to Strategic Procurement.
Future state: supplier spreadsheet will no longer be required since supplier information will be in PeopleSoft
The Accounts Payable supplier contracts upload in the system will no longer be required
The manual processes associated with checking & uploading supplier data will not be required
Strategic Procurement will be responsible for managing all supplier contracts
Communications and Policy / Procedure
Departments & Faculties will be able to place orders off systems contracts set-up by Strategic Procurement.
Job Design
The current organizational structure of the department may need to be reviewed to identify which buyer(s) will assume this responsibility
Note: Functional Chair Deleted – “the new responsibility for managing systems contracts will need to be identified within Strategic Procurement” – this is NOT new.
We have systems contracts now. Strategic Procurement already sets these up. Strategic Procurement set-up e.g. Grand and Toy, Dell, etc.
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24. Procurement: detailed summary of high impact changes (continued)
Process
Change Impacts
(Technology, Process, People)
Functional Lead & OCM Response
Procurement Contracts
Technology
Current State: manual process
Future State: people will use PeopleSoft Contract Management
Individuals will complete a requisition using the origin ‘CON’, the requisition will workflow to Strategic Procurement to produce a contract from the Purchase Order information.
The purchase order will become a contract and dispatched to suppliers
Long-term contracts will not require annual requisition creation (like today)
People
A reduction in workload is expected in some areas, people will no longer need to create annual renewal/continuation requisitions
Strategic Procurement will issue contracts with standard terms and conditions that will be set-up based on the duration of the contract period.
Training
Departments / end-user will need to remember to use the origin ‘CON’ so that contract is sent directly to Strategic Procurement
We need to understand how this process might differ for areas that negotiate predominantly all of their contracts themselves prior to Strategic Procurements involvement.
Even though the EOI has always identified purchasing involvement this has not always occurred.
Many areas, including researchers, do substantial upfront contract negotiation – therefore we need to understand what the new process will look like. Perhaps we can have a demonstration?
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25. Project Costing: detailed summary of high impact changes
Process
Change Impacts
(Technology, Process, People)
Functional Lead & OCM Response
Define Project Scope, Resources, Tasks and WBS
Technology
Both FAS & TFAIS (used for Trust) will be decommissioned
Facilities Services will use project costing for capital management
PeopleSoft projects will require that users obtain manual approvals for changes in project status – a form may need to be created to capture these changes
The number of available project statuses will increase
More statuses will result in more control but will also require more maintenance as the status will need to be updated on a regular basis
People
No people changes have been identified
Training
The form used for manual approvals will need to be included in training
Launch and Manage Project Tasks and Schedule
TFAIS (used for Trust) will be decommissioned
Manual excel reports will no longer be needed replaced by PeopleSoft project reporting
Users may be able to spend more time analyzing project data and less time performing manual tasks
Users in Trust, Research Finance, and Facilities will need to understand reporting capabilities in the new system
Communications
Individuals using project costing will need to be made aware of increased communication resulting once a project status is open in the system
Training will include reporting to ensure that users are aware of the delivered reports
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26. Project Costing: detailed summary of high impact changes (continued)
Process
Change Impacts
(Technology, Process, People)
Functional Lead & OCM Response
Procure Project Materials and Services
Technology
All purchase requisitions and resulting purchase orders will occur through PeopleSoft at December’s go-live.
Individuals in Facilities will use the PeopleSoft procurement module (not AIM) to process and complete purchase requisitions
People
Individuals will need to learn the procurement module in PeopleSoft.
Communication
A communication should include the benefits of using PeopleSoft procurement as it integrates information into Projects enabling better reporting capability.
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27. Travel & Expense: detailed summary of high impact changes
Process
Change Impacts
(Technology, Process, People)
Functional Lead & OCM Response
Cash Advance
Technology
Current State: cash advances through payment request will cease.
Future State: cash advances will be via corporate credit cards
Cash advances will occur via ATM on corporate cards
On an exception basis researchers (PIs) can receive cash advances as an encumbrance on their account
A new procedure will be developed to process exceptions
People
Individuals will be responsible for reconciling cash advances when completing their expense reports
Accounts Payable will monitor the un-reconciled funds
Individuals in Accounts Payable will need to understand the new processes associated with reconciliation queries
Communication
Researchers (PIs) will need to understand the new process around exceptions to the new cash advances process.
Training
Optional: pre-approval for travel outside of ‘normal’ business
Travel Authorization
No technology change has been identified
Travel authorizations will be optional for exceptions to current policy
Currently, travel authorization for travel outside of ‘normal’ business is granted via personal conversation, , etc. Moving forward, system pre-approval will be optional because of its system audit trail.
Cash Advances through the corporate credit card will be uploaded from the vendor into PeopleSoft for expense reconciliation.
Note: A $2 fee will apply to this process approach – new!
The fee is new, however the major decrease in manual effort because of this direct method is considered cheaper to the University as a whole.
Positive note: There will be no interest applied within McMaster’s already negotiated interest free period on cash advances. Unlike other non-corporate cards cards that charge BOTH a fee for cash withdrawals and interest from the time cash is drawn.
KEY NOTE: important people use the “McMaster” corporate credit card with our negotiated rates, since only this information will be uploaded into PeopleSoft for us.
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28. Travel & Expense: detailed summary of high impact changes (continued)
Process
Change Impacts
(Technology, Process, People)
OCM Response
Expense Reports
Technology
Current state: Oracle ‘payment request form’ for expense reporting.
Future state: PeopleSoft TNE module will receive a direct feed from the credit card company for individual expense reconciliation (expense report submission) and using HR hierarchy in MacVIP approvals will be received using workflow.
Individuals will be required to reconcile their expense submission and scan/attach receipts for workflow approvals.
Original receipts will be sent to AP for match reconciliation and destruction (this step will not delay expense processing).
People
People required to scan/attach their receipts
Self-service is available to complete expense reports should the user want to do it this way (alternatively, the user can delegate expense reporting e.g. admin. Assistant, or grad student)
Communication
Individuals will need to scan/attach receipts.
AP will need to match originals to system scans before destroying hard copies (the system scans will represent the audit trail originals once matched).
Add expense report
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29. Anticipated role / task changes in Financial Affairs and Decentralized areas across the University
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30. Accounts Payable: anticipated task changes
The changes occurring in the Accounts Payable and Travel & Expense modules will impact tasks in the Accounts Payable department in Financial Affairs
Accounts Payable
Senior Manager
Finance / Research Finance module
Faculty / Department / Area
Roles Impacted
Existing Task or New Task
Description of Impact / Task
Accounts Payable
Financial Affairs – Accounts Payable
AP Senior Manager and Assistant Supervisor
New Task
This role will be responsible for processing internal and external voucher interfaces via PeopleSoft
Travel & Expense
Financial Affairs –Accounts Payable
AP Associate, Travel
Existing Task
The AP Reimbursement Specialist will be responsible for reconciling cash advance spend against the cash advance application for Researchers (PI)
Assistant Supervisor
Associate, PO
Associate, Cheque Requisition (2)
Associate, Travel (2)
Associate, Document Control
McMaster University - Mosaic

31. Strategic Procurement: anticipated task changes
The changes occurring in the Procurement module will impact tasks in the Procurement Services department in Strategic Procurement
Strategic Procurement
Acting Director
Finance / Research Finance module
Faculty / Department / Area
Roles Impacted
Existing Task or New Task
Description of Impact / Task
Procurement
Financial Affairs – Strategic Procurement
Procurement Assistant
New Task
Strategic Procurement will be responsible for supplier management
Procurement Specialists (buyers)
Existing Task
Strategic Procurement will have an enhanced compliance reporting role
Procurement Services
Manager
Senior Procurement Specialist
Procurement Specialist (3)
Procurement Assistant
Note: Further discussion regarding which roles will be impacted in Strategic Procurement will need to occur
McMaster University - Mosaic

32. Financial Services: anticipated task changes
The changes occurring in the General Ledger module will impact tasks in Financial Services
Financial Services
Director
Finance / Research Finance module
Faculty / Department / Area
Roles Impacted
Existing Task or New Task
Description of Impact / Task
General Ledger
Financial Services – Accounting & Control
Data Control
Existing Task / New Task (GL Super User)
Responsibility for closing year-end is currently held between UTS and Central Finance. Moving forward, Central Finance will assume more responsibility for year-end closing, reconciliation processes and information analysis
N/A (does not exist today)
New Task
Accounting & Control will share responsibility for benchmarking and driving the overall financial reporting strategy
Accounting & Control
Manager
System Support / Data Control
System Assistant
Supervisor (2)
Accounting Assistant (2)
Bank Reconciliation
McMaster University - Mosaic

33. Decentralized departments across campus: anticipated task changes
The changes occurring in every one of the six finance modules will impact tasks in the faculties and departments across campus
Financial Affairs
AVP (Admin) & CFO
Finance / Research Finance module
Faculty / Department / Area
Roles Impacted
Existing Task or New Task
Description of Impact / Task
Accounts Payable
Procurement
Departments across campus
Administrative Coordinators / Support Staff
Existing Task / New Task
The Department Process Specialist will be responsible for the requisition of goods and services based on Managers requirements.
Receiving direct orders to be segregated from requisition role (for direct receiving).
Non-PO payments (e.g., voucher) and travel expenses
Additional responsibilities will include a better understanding of when to apply the T4A or T4A-NR assessment for services
Decentralized Finance departments (e.g., School of Business)
FFAC – key decentralized department role to consider here.
McMaster University - Mosaic

34. Decentralized Finance departments (e.g., School of Business)
Decentralized departments across campus: anticipated task changes (con’t)
Financial Services
Director
Finance / Research Finance module
Faculty / Department / Area
Roles Impacted
Existing Task or New Task
Description of Impact / Task
Billing
Departments across campus
Cashiers
Existing / New Task
Changes to security and enhanced controls (i.e., segregation of duties) will result in cashiers not being able to BOTH receive cheques and process cheques (being responsible for both actions will breach the segregation of duty rules)
Decentralized Finance departments (e.g., School of Business)
McMaster University - Mosaic

35. Next steps Share document with project team members for validation 
Revise the document based on feedback received from Finance Functional Chair 
Share document with FFAC for pre-September meeting reading
Questions regarding this document should be sent to the FFAC Chair to collate and collect responses/update this document for October’s meeting.
Members of FFAC should share this document within team meetings with individual who have any of the financial functions identified in this deck
WHY: This provides early insight into potential change impacts and allows for early feedback collection or idea suggestion to enhance the roll-out program.
Assign resources to each tactic to ensure that the change impact is addressed
Follow-up with Financial Affairs and decentralized departments to discuss resource for December and post-go-live.
McMaster University - Mosaic

36. Appendix
McMaster University - Mosaic

37. Detailed approach to gather change impacts
The change impact assessment for Mosaic ran through the common design and build phases of the project
High-level Impact Assessment – provides insight into the initial impacts gathered through interviews with functional teams following fit-gap workshops
Detailed Impact Assessment – identifies high impact areas in each functional area based on decisions made in the design / build phase
We are here
1. Initial High Level Assessment
2. Validate
3. Detailed Impact Assessment
4. Action Plan
Inputs
OCM team
Functional leads / SMEs
OCM team
Functional Chairs / Leads
OCM team
Functional teams
University Stakeholders
Design documentation (e.g., Industry Print)
OCM team
Functional Chairs / Leads
University Stakeholders
Activities
Interview Functional Leads / SMEs to understand high level impacts
Identify gaps in information and areas for further questions
Populate Mosaic change impacts tracker with impact information
Summarize initial change impacts in preparation for review with Functional Chairs / Leads
Review impacts with Functional Chairs / Leads to confirm findings
Develop initial action plans to address impacts
Review initial high level impact assessments with functional team
Review finalized process maps and other relevant information
Document detailed impacts
Collect input from functional team members on detailed impact assessment
Summarize detailed change impacts and confirm with functional team members
Identify highly impact areas
Recommend action plans for high impact areas
Prepare summary based on findings
Present findings to functional leads / chairs / SMEs
Capture additional changes and/or concerns from meeting
McMaster University - Mosaic

38. Documentation approach
The change impacts were documented using the ‘Mosaic change impacts tracker’
This template tracked:
Project work stream
General description of process
Degree of change (high, medium, low)
Primary and secondary stakeholders affected
Description of change (e.g., process, technology, people)
Area of potential change (e.g., training, communication, change management)
McMaster University - Mosaic

39. Primary change impact categories
Change impacts were categorized into three broad areas – process, technology and people
Technology
Technology Change
Anticipated change to the current technology applications / programs (i.e., current system will be decommissioned for PeopleSoft)
New or change to Forms / Tools (e.g., excel spreadsheets)
Anticipated changes to tools, such as new or revised forms, that will be required to carry out the new processes
Process
Anticipated process changes, including following new or revised processes in addition to or in place of existing processes.
Work Volume Change
Anticipated changes to the volume of work (i.e., an increase/ decrease in work loads)
Automation
Processes that were once manual are now automated
People
People (Change Mgmt Issues)
Anticipated culture changes and changes to entrenched behavior that will be required in the new environment, changes in the way people manage their work/routines, preferences
Anticipated changes in responsibility or perceived prestige of the role
Job change or new role
Role changes - anticipated changes to existing roles or the addition of new roles
Anticipated changes in accountability or reporting relationships, the number of people required, the location where work is performed
New Skills and Knowledge Required
Anticipated that new skills and/or knowledge will be required of end-users based on role changes, new technology, new process, etc.
Non-Mosaic users impacted by process change
Although not directly affected by PeopleSoft, non-Mosaic users may need to understand the process changes
McMaster University - Mosaic

40. Degrees of change used for each impact
Each process was determined to be either high, medium or low based on how different that process will be in PeopleSoft
Appropriate OCM tactics (e.g., training, communication and/or change management activities) will be identified to target the high impact areas noted during the assessments
High
Medium
Low
Significant change to the impact type in terms of what is done today versus what will be required in the future, which will require follow-up for further understanding
Some change to the impact type involving some adjustments from what is done today versus what will be required in the future, which may require follow-up
Minor changes to the impact type; what is done today will be similar to what is done in the future, which will not require follow-up at this point in time.
McMaster University - Mosaic