Is There Life After ERP and Is It Better Than Before? Written by David J. Ernst Introduced by Ahmed Hassan El shinnawy Presented to Dr. Dina Rateb & class 549

Overview This presentation will explore the lessons learned and new approaches taken by the California State University (CSU) to harvest the benefits of implementing the largest ERP project in higher education.

Project Facts The CSU’s implementation of PeopleSoft human resources, financials and student administration has taken place over 7 years on 23 campuses. The project coasted $435 million US. IT is noteworthy that this is the time frame and budget that was The project coasted $435 million US. IT is noteworthy that this is the time frame and budget that was planned for when the project began in 1999

Services Introduced Automation: Loan Processing, Verification, Authorization and Disbursement Rules Self-Service capability: On-line Applications, Course Registration, Grading, and Invoice Payment Integration: Shared data throughout the various modules allows for a real-time view of data Communications: As hard copy mailings are being replaced with electronic means of communication, printing and postage costs are decreasing sharply and the issue resolution cycle is becoming shorter and more efficient

Prior to Implementation campuses utilized varying degrees of technology for capturing and maintaining their HR data( manual-standalone System) Pre-CMS, processes were centralized as a result of system limitations; the architecture and complexity of legacy applications did not allow for decentralization of process.

After implementation Automated contract generation (part-time faculty) – reduces errors, streamlines process, and increases productivity Better access to management information – provides accurate data to management, legislative, faculty, and regulatory bodies Tracking and management of new hire data

Improved open recruitment process – utilizes competencies and reduced recruitment effort by 50% Salary equity analysis – ability to perform equity alignments for new hires and existing staff

Future Opportunities opportunity to further rethink how CSU organizes and operates its administrative and student support services provides an opportunity to generate management information that can significantly inform decision-making Increased Administrative Efficiency Improved Resource Utilization through Better Information Efficient and Effective Links to 3rd Party Partners Enhanced Staff Development and Retention

Conclusion actual cost savings-In the first stages. For the CSU there were more than 48,000 hours of productivity gains and $2.3 million in actual cost savings-In the first stages. Once fully implemented, CMS opens to the CSU further opportunity to rethink how it organizes and operates administrative and support services.

As the CSU completes its implementation of the largest ERP project in higher education, the possibilities to move beyond tactical efficiencies and increased effectiveness to a strategic improvement in its overall management and operations are plentiful. Whether the University has the stamina and perseverance to achieve such improvement remains to be seen.

Questions?