UT San Antonio PeopleSoft Project September 2010

UTSA PeopleSoft Project   What is it?   A collaborative, UT System sponsored and shared implementation of   Software will be hosted at UT System Data Center in Arlington   UT Dallas is currently implementing PeopleSoft with a “go live” planned by January 2011;   UT Dallas, Tyler & Arlington are already ‘live’ with PeopleSoft Student Administration.   What is it?   A collaborative, UT System sponsored and shared implementation of   Software will be hosted at UT System Data Center in Arlington   UT Dallas is currently implementing PeopleSoft with a “go live” planned by January 2011;   UT Dallas, Tyler & Arlington are already ‘live’ with PeopleSoft Student Administration. 1

UTSA’s Current ERP Environment   UTSA uses UT Austin’s DEFINE system for most HR & Financial applications   IBM Mainframe-based   Flat file – not a relational data base   Partially web enabled   Highly customized   Highly automated campus workflow   Not a comprehensive HR system   UTSA uses UT Austin’s DEFINE system for most HR & Financial applications   IBM Mainframe-based   Flat file – not a relational data base   Partially web enabled   Highly customized   Highly automated campus workflow   Not a comprehensive HR system 2

New Developments   Staying on DEFINE is no longer a risk-free option   UT Austin is pursuing alternatives to a required $10 million IBM mainframe upgrade that include -   Migrating DEFINE to an open system architecture OR   Implement PeopleSoft   Staying on DEFINE is no longer a risk-free option   UT Austin is pursuing alternatives to a required $10 million IBM mainframe upgrade that include -   Migrating DEFINE to an open system architecture OR   Implement PeopleSoft 3

New Developments   UTSA will now join Dallas, Arlington, Brownsville, El Paso, Pan American, Permian Basin, and Tyler in a PeopleSoft Shared Services project 4

Project Timeline Project Phase Pre-planning Now until March 2011 Project Start March Administrative Offices / Project Teams will be involved from the start - Communication /feedback throughout the project to stakeholders - Departmental involvement in 2012 / user acceptance testing and training Project Go-Live September / December 2012 Project Phase Pre-planning Now until March 2011 Project Start March Administrative Offices / Project Teams will be involved from the start - Communication /feedback throughout the project to stakeholders - Departmental involvement in 2012 / user acceptance testing and training Project Go-Live September / December

PeopleSoft Modules Human Capital Management   Human Resources – Campus Community, Administer Workforce, Position Management   Payroll   Benefits Administration   Absence Management   Time & Labor   Portal – Employee Self Service Human Capital Management   Human Resources – Campus Community, Administer Workforce, Position Management   Payroll   Benefits Administration   Absence Management   Time & Labor   Portal – Employee Self Service 6

PeopleSoft Modules Financial   General Ledger / Chart of Accounts   Budgeting / HR Integration for Salary Encumbrances   Accounts Payable   Travel & Expenses   Purchasing/Receiving/eProcurement   Asset Management   Grants/Contracts/Projects   Accounts Receivable/Billing Financial   General Ledger / Chart of Accounts   Budgeting / HR Integration for Salary Encumbrances   Accounts Payable   Travel & Expenses   Purchasing/Receiving/eProcurement   Asset Management   Grants/Contracts/Projects   Accounts Receivable/Billing 7

Project Cost Estimates   Consulting Services to be paid by UT System   Our share is about $2 million   Consulting Services to be paid by UT System   Our share is about $2 million 8

Project Cost Estimates   Other Project costs paid by UTSA depend on:   Final Scope and Timeline   Backfill Requirements   Project Management model   Training costs   Space costs   3 rd Party Tools/Add-on’s - Purchase & Maintenance   Additional (Local) Technical Support   Data Center & Software Maintenance   Other Project costs paid by UTSA depend on:   Final Scope and Timeline   Backfill Requirements   Project Management model   Training costs   Space costs   3 rd Party Tools/Add-on’s - Purchase & Maintenance   Additional (Local) Technical Support   Data Center & Software Maintenance 9

Estimated One Time Costs FY 11$2.5 million FY 12$3.5 million FY 13$1.0 million Total$7.0 million Certain implementation costs can be debt financed for a period of 3 to 10 years at low interest rates. FY 11$2.5 million FY 12$3.5 million FY 13$1.0 million Total$7.0 million Certain implementation costs can be debt financed for a period of 3 to 10 years at low interest rates. 10

Ongoing Costs PeopleSoft Maintenance Additional Tools Maintenance Data Center Costs Local Support - Functional & Technical Estimated at $1.5 million per year PeopleSoft Maintenance Additional Tools Maintenance Data Center Costs Local Support - Functional & Technical Estimated at $1.5 million per year 11

Issues & Pre-Planning Activities   Select an Executive & Steering Committee   Determine Project Teams & backfill needs   Determine space for the Project Team   Determine Project Management structure   Finalize budget and funding requirements   Select an Executive & Steering Committee   Determine Project Teams & backfill needs   Determine space for the Project Team   Determine Project Management structure   Finalize budget and funding requirements 12

Issues & Pre-Planning Activities   Identify low priority activities that can be suspended or terminated   Process mapping   Hire/train backfill   Identify low priority activities that can be suspended or terminated   Process mapping   Hire/train backfill 13

Challenges – Change Management This project is a big change initiative for UTSA   Scale – affects all or most of the organization   Magnitude – it involves significant alteration of the status quo   Duration – years both project & ongoing   Strategic importance – affects all of our financial and human resources processing This project is a big change initiative for UTSA   Scale – affects all or most of the organization   Magnitude – it involves significant alteration of the status quo   Duration – years both project & ongoing   Strategic importance – affects all of our financial and human resources processing 14

Challenges – Change Management Issues / Risks   Project model   Big bang project approach   Decentralized processes with various levels of expertise at each department   DEFINE differences – both good and bad   Challenging status quo – but we have a great capacity for change   Support from within all levels of the organization Issues / Risks   Project model   Big bang project approach   Decentralized processes with various levels of expertise at each department   DEFINE differences – both good and bad   Challenging status quo – but we have a great capacity for change   Support from within all levels of the organization 15