Applying Financial System Best Practices to KFS Implementations

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Presentation transcript:

Applying Financial System Best Practices to KFS Implementations Eric Stine, Vice President Steven Horne, Project Manager Joshua Andrews, Technical Architect Exeter Group, Inc.

Aim To leverage more than 15 years of modern enterprise application implementations in the context of KFS Themes Planning Governance Change Management

Getting Started Implementation methodologies tend to be similar, and all proven methodologies tend to include (with minor variations or nomenclature differences): Planning Design Development/Configuration Testing and Training Go-Live Stabilization & Improvement

Getting started Enterprise implementations have three orphans; don’t let them be forgotten or underfunded PLANNING

PLAN: Org Model Develop an organization model that works for your institution (Functional teams, Leads, PMO) The involvement of a Steering Committee and Executive Sponsor/Exec Comm. Collins: “Get the right people on the bus, and the wrong people off (under) the bus.)

PLAN: People Any Enterprise implementation is, first and foremost, a Change Management project: Choose people who you can trust to build your future on (Champions) Backfill them, but understand total backfill is unrealistic. Compensate them well – these projects are not painless Use consulting wisely

PLAN: Resource Management More is not always more It is about process, alignment and understanding People allocated 50% are never available 50% - and frequently, not when you need them

PLAN: Document Develop detailed documentation of business process to foster a common understanding. Don’t over-document (diminishing returns), but ensure your work properly represents the business processes of the institution.

PLAN: Document Develop a detailed project plan inclusive of all milestones and dependencies. Manage to it. Report against it. Regularly. Plan, Plan, Plan some more – those who are successful go slow to move fast.

PLAN: Budget Understand what you are getting into; understand what it costs. Don’t underestimate because you don’t think it should cost that much (Educause)

Design Push decision making down to the lowest possible level Provide an agile and quick escalation process. Avoid ideological decision-making. Often, it “just depends.” Unless the law or insurmountable change management issues exist, most delivered processes can work. Frankly assess your tolerance for change

Design Avoid customizations, but understand that you will need some. Develop an agile approval process, and understand the maintenance impact.

Design – Scope Management What are you trying to accomplish? Why are you trying to accomplish this? How will you deal with scope change -

Design – Time Management Things always take longer than expected The clock keeps ticking - Time has value Some “time” is more important than other “time”

Choose re-engineering opportunities wisely DESIGN Choose re-engineering opportunities wisely Change But don’t overreach Make decisions that will be easy to implement. Focus on structural elements first – they are foundational. Don’t over complicate things like the COA.

DESIGN Again: Document. This documentation makes end user training, upgrading, improvements, and a host of other downstream activities MUCH easier

DESIGN/DEVELOP Avoid scope creep Disciplined documentation of why you made decisions

DEVELOP/CONFIGURE Enterprise implementations have three orphans; don’t let them be forgotten or underfunded PLANNING DATA CONVERSION/MIGRATION REPORTING

DEVELOP/CONFIGURE Track all issues, change controls Assume all changes will need to be maintained in perpetuity

TESTING and TRAINING Change Management Technology is easy; People are hard Empower people and involve them in the project Communicate, Communicate, Communicate You’re moving a lot of people’s cheese

Go-Live When in doubt, go-live (absent significant compelling reasons to the contrary.) There is always a strong temptation to wait. 80/20 Rule – Perfect is the enemy of good and good is a good place to start

Basic Server Setup Two servers, one web/app, one DB You can do a deployment on one server for pilot purposes, but we recommend splitting server roles for Production Oracle is the recommended DB platform for now; testing is going on on other platforms

Multi-Server Setup Scalability and redundancy are crucial for large installations Hardware is cheap; management and configuration are costly We recommend a Test instance that mirrors Production in hardware

Integration/Interface Challenges Finance systems touch EVERYTHING Kuali can do real-time but most finance data feeds will be in batch

Watch Out For! Have you thought about or done? Instance management? Development, testing, and Production? Reporting/data warehousing? Upgrading/adding more KNS applications? Will new apps (such as Grants Management) share the same Oracle instance? How will upgrades to production applications be handled? Who controls security? Kuali ideally will authenticate off of LDAP, Active Directory, etc. A full integration test? With live interfaces?

Lessons Learned Things take longer than expected Early is better than late Build in interim goals and milestones Have clear lines of responsibility and accountability Don’t bet the farm, unless you don’t like farming You are not as unique as you may think Inventing is difficult

Parting thoughts It’s not over when it’s over.