UW Strategic Roadmap for Information Management and Administrative Systems Roadmap Working Team Meeting
Action Plan
April 24, 2008
Sara Gomez Interim Vice Provost/CIO Office of Information Management
Overview
Slides
• • • • • • •
The Challenge The Future Roadmap Process What Others Are Doing The Strategic Roadmap Budget Estimates Invest in the Future
3-7
8-13
14-17 18-22
23-35
36-38 39-41
Overview - Sara
2
The Challenge
The Challenge - Sara
3
“Why is an associate professor who is predominantly involved in research activities so concerned about the business systems of the University?” “… the reason is that inefficiencies at all levels in the business operations of the University negatively affect my ability to perform research.”
Roger E. Bumgarner, Associate Professor Department of Microbiology
The Challenge - Sara
4
Our Systems Cannot Support the UW’s Future
• We cannot get the information we need to support effective decision making • We cannot support our 21st century business and information needs
• We have under-invested in administrative systems and have fallen behind
The Challenge - Sara
6
“The Status Quo is Not Acceptable”
This is the clearest message we’ve heard from UW community
The Challenge - Sara
6
Why Now?
Because postponing will mean
• Slow erosion of our competitive edge
• Lack of information needed to increase efficiency and accountability • Harder to keep our systems running • Paying more later
• Falling further behind
The Challenge - Sara
7
The Future
The Future - Sara
8
UW Goals
• Offer an outstanding student learning experience • Advance our research strength • Provide exceptional health care • Foster an agile, interdisciplinary approach • Extend our global reach
• Promote environmental sustainability
The Future - Sara
9
Roadmap Goals
• Provide accurate, useful information for decision making • Replace the base (aging legacy systems)
with flexible business systems
• Implement ongoing core system improvements • Redesign business processes
• Make strategic choices to maximize our investments
The Future - Sara
10
What Will The Future Look Like?
Information for Decision Making
Problem The Vision Quick and easy access to information to do your job Deans and others can project future budget scenarios Can track actual expenditures against budgets
Can’t get information necessary to manage multiple research grants Lack common definitions Lack trends and life cycle data for strategic analysis Can’t make accurate budget projections Can’t identify how much money you have
The Future - Sara
11
What Will The Future Look Like?
Replace the Base
Problem The Vision Flexible new systems effectively support UW business operations UW makes a significant investment in software and systems for business operations Continuous technology renewal allows us to keep up with changing business needs
12
Data structures of our aging legacy systems can’t meet business and information needs Long-term under-investment in business systems means significant inefficiencies and daily heroics
The Future - Sara
What Will The Future Look Like?
Make Strategic Choices to Maximize Investments
Problem The Vision Strategic decisionmaking guided by Roadmap Systems developed holistically for common needs Systems work together to meet our business needs
13
Fragmented decision making and resource allocation Proliferation of redundant systems and reinvention of the wheel
The Future - Sara
Roadmap Process
Roadmap Process – Jeanne Marie
14
Current Status
Roadmap Process – Jeanne Marie
15
Roadmap Process
• Formed eight task groups: Over 170 participants
– Evaluated current state
• What’s working and not working; risks
– Researched trends – Defined a vision for the future – Developed action plans
• Roadmap Working Team
– Developed overall priorities and sequencing
Roadmap Process – Jeanne Marie
16
Project Structure
Executive Sponsors Executive Sponsor: Phyllis Wise/Ron Johnson
IM/AS Technical Technology Advisory Advisory
Project Project Management Team Team
Steering Steering Committee Committee
Roadmap Roadmap Team Working Team
Administrative Systems Task Groups
FACILITIES/ SPACE FINANCE/ BUDGET/ PROCUREMENT HR/ PAYROLL RESEARCH ADMIN
Information Management Task Groups
DECISION SUPPORT INTEGRATION/ INFRASTRUCTURE
Governance Task Group
GOVERNANCE
STUDENT ADMIN
ALUMNI/ DEVELOPMENT
17
Roadmap Process – Jeanne Marie
What Others Are Doing
What others are doing – Jeanne Marie
18
What Others Are Doing
Approach
Vendor Solution
Banner Illinois (finance, HR, student) $180m
Example Organizations
$
Oracle
Michigan (finance, HR, student) $100m-$125m $125m-$150m Minnesota (finance, HR, student) Indiana (HR, student) $100m MIT (finance, payroll)
Indiana, UC schools, Cornell, U of Arizona (finance) UC Berkeley (student)
SAP
$200m
Not available
Consortium
Kuali
$10m-$15m
Homegrown
Legacy mainframe UCLA, UCSD
What others are doing – Jeanne Marie
Not available
19
State of Washington
Approach
Vendor Solution
SAP SAP HR/Payroll
(65,000 FTEs – see note)
Example Organizations
$
$67m $150m-$200m
Financials under consideration
Homegrown/Legacy
Legacy mainframe AFRS (current financial systems)
Not available
Note: The UW has 28,000 FTEs
What others are doing – Jeanne Marie
20
University of Washington
• I-MAC funding –$12.5 million since 2004 • USER projects (UIF funded) –$20 million over 10 years
• HR/Payroll (OPUS, OWLS, ESS) • Financial Desktop • Grants & Contracts
What others are doing – Jeanne Marie
21
UW Options for Legacy System Replacement
Business Area Possible Solutions
Financial
•Higher education consortium
– Kuali
•Vendor solution
– SAP, Banner, Oracle
HR/Payroll
•Vendor solution
– SAP, Lawson, Oracle, Banner
Student
•Higher education consortium
– Kuali
•Vendor solution
– Banner, Oracle
What others are doing – Jeanne Marie
22
The Strategic Roadmap
A comprehensive solution
Strategic Roadmap – Jeanne Marie
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Strategic Roadmap
Information for Decision Making
Strategic Roadmap – Jeanne Marie
24
Information for Decision Making
Define data (definitions, access); develop infrastructure and tools; provide standards and training for users
• Provide information for decision making
• Make data integration easier
• Provide training and tools for users across the UW
Information for Decision Making
Strategic Roadmap – Jeanne Marie
25
Replace the Base
Replace our aging legacy systems: Finance, HR/Payroll, Student
• Provide better information for decision making
• Improve operational efficiency
• Provide more agile and flexible core systems
Information for Decision Making
Strategic Roadmap – Jeanne Marie
26
Redesign Processes
Redesign business processes in conjunction with the legacy system replacement efforts
• Design processes to maximize impact of new systems • Streamline work • Manage change
Information for Decision Making
Strategic Roadmap – Jeanne Marie
27
Enhance & Renew Systems
Invest in ongoing enhancement and technology renewal of administrative systems
• Keep up with changing business needs • Develop missing research functionality • Upgrade alumni & facilities systems
Information for Decision Making
• Make high-value interim upgrades to legacy systems
Strategic Roadmap – Jeanne Marie
28
Stakeholder Success
Develop a transparent decision-making process and a mature portfolio management framework; enable collaborative projects across units
• Prioritize projects • Make commitments • Maximize investments Information for Decision Making
Strategic Roadmap – Jeanne Marie
29
Strategic Roadmap
Information for Decision Making
Strategic Roadmap – Jeanne Marie
30
Replace the Base
Replace our aging legacy systems
2007-09 2009-11 Biennium 2011-13 Biennium 2013-15 Biennium 2015-17 Biennium
2008-09
2009-10
2010-11
2011-12
2012-13
2013-14
2014-15
2015-16
2016-17
Financial System Replacement HR/Payroll System Replacement Student System Replacement
Initiation
Planning
Execution
Initiation
Planning
Execution
Kuali Student Participation Initiation Planning Execution
Replace the Base – Bill Shirey
31
Redesign Processes
Maximize efficiencies
2007-09 2009-11 Biennium 2011-13 Biennium 2013-15 Biennium 2015-17 Biennium
2008-09
2009-10
2010-11
2011-12
2012-13
2013-14
2014-15
2015-16
2016-17
Financial, Budget, Procurement HR/Payroll Student Administration
Redesign Financial Processes
Redesign HR/Payroll Processes
Redesign Student Processes
Redesign Processes – Bill Shirey
32
Enhance and Renew Systems
Make ongoing system improvements
2007-09 2009-11 Biennium
2008-09
2009-10
2010-11
Appointment Data HR/Payroll Salary Analyzer
Research
Research Data Consolidation
Alumni/ Development
Stewardship Data Collection
Space Information System Enhancements Facilities/ Space Facilities System Upgrades
Enhance/Renew – Bill Shirey
Note: Only includes projects planned to start in 2008-09. Projects will be re-assessed and prioritized annually.
33
Stakeholder Success
Make strategic choices to maximize our investments
2007-09 2009-11 Biennium 2011-13 Biennium 2013-15 Biennium 2015-17 Biennium
2008-09
2009-10
2010-11
2011-12
2012-13
2013-14
2014-15
2015-16
2016-17
Revamp I-MAC Proposal Process Portfolio Management & PMO Enable Collaborative Projects
Start Up
Ongoing Program Support
Start Up
Ongoing Program Support
Start Up
Ongoing Program Support
Stakeholder Success – Bill Shirey
34
Information for Decision Making
Access to information anytime, anywhere
2007-09 2009-11 Biennium 2011-13 Biennium 2013-15 Biennium 2015-17 Biennium
2008-09
2009-10
2010-11
2011-12
2012-13
2013-14
2014-15
2015-16
2016-17
Data Management
Data Definitions
Ongoing Program Support
Data Warehouse Reporting & Tools
Ongoing Program Support
Ongoing Program Support
Infrastructure & Tools
Workflow, Portal, Registry, Alerts Security Tools Document Management
Ongoing Program Support
Ongoing Program Support
Ongoing Program Support
Standards & Training
Standards, Guidelines & Training
Ongoing Program Support
35
Info for Decision Making – Bill Yock
Budget Estimates
Budget Estimates - Sara
36
Overview of Initiatives for 2008-09
Enhance & Renew Systems
Appointment Data, Salary Analyzer Research Data Consolidation Stewardship Data Collection Space Enhancements, Facilities Upgrade
Redesign Processes
Financial Systems Processes
Information for Decision Making
Data Management: Data definitions; data warehouse; reporting tools Standards & Training: Training & guidelines Tools & Infrastructure: Workflow, portal & security tools
Stakeholder Success
Revamp I-MAC proposal process Portfolio management & PMO Enable collaborative projects across units
Budget Estimates - Sara
Replace the Base
Financial Systems Scoping Kuali Student Development
37
Short-Term Budget Requests 2008-2009
Initiative
Replace the Base (Note 1)
Low
$1,300,000
High
$1,800,000
Redesign Processes (Note 2)
Enhance & Renew Systems (Note 3) Stakeholder Success (Note 4) Information for Decision Making (Note 5) TOTALS
Note 1: Involves $1m per year commitment for 5 years
$457,000
$2,412,000 $415,000 $2,429,000 $7,013,000
$686,000
$3,617,000 $460,000 $3,643,000 $10,206,000
Note 2: Includes $125,000-$187,000 of business owner/user subject matter expert time Note 3: Includes $508,000-$762,000 of business owner/user subject matter expert time; includes $359,000-$394,000 of ongoing costs Note 4: Includes $415,000-$460,000 of ongoing costs Note 5: Includes $1,329,000-$1,993,000 of ongoing costs
Budget Estimates - Sara
38
Invest in the Future
Invest in the Future - Sara
39
Recommended Approach
• Move forward with financial system replacement
– Explore partnership with state – Continue to look at Kuali financial
• Fund Kuali student partnership
• Invest in high-value, incremental enhancements for FY 08-09
Invest in the Future - Sara
40
Funding Options
• UW budget sources
– Internal reallocation (user fees, tax on unit budgets, etc.) – Gifts – Tuition – Other revenue
• State budget request • Capital funds (institution bonds)
– Note: This is not a revenue source; need to determine how to pay back debt issued via UW budget sources
Invest in the Future - Sara
41