From Evaluation to Implementation Four Paths

Strathmore UniversityStrathmore University Vincent Ndoloka Vincent Ndoloka University of California Santa BarbaraUniversity of California Santa Barbara Doug Drury Doug Drury Colorado State UniversityColorado State University Troy Fluharty San Jaoquin Delta CollegeSan Jaoquin Delta College Lee Belarmino Lee Belarmino

Strathmore University Vincent Ndoloka

SU Implementation Approach.. Management involvement and support User and user management involvement –Functional and technical staff dedicated to KFS project fulltime –Involvement of all users in the process –Functional staff should be the ones to make compromises on system gaps Strong functional and technical team spirit

Project management and coordination –Training – both functional, technical –A strong project team –Documentation of processes Technical assistance Minimal systems customization SU Implementation Approach..

SU KFS Project-next steps Implement new modules as they become available Immediate to go live in March 2008: –Purchases –Accounts payable –Contracts and grants Later: KFS Release 3 –Capital Asset Management System –Accounts Receivable Also –Extend use of KEW beyond financials to make Strathmore University “paperless”

University of California Santa Barbara Doug Drury

Kuali – From Evaluation to Implementation University of California Santa Barbara Approach –Methodical approach based on evaluation of major functional areas – goal is to minimize investment risk while making forward progress –Each major functional area to be assessed relative to existing business processes and data elements –Gaps in process or data to be identified and assessed for risk –Approaches to mitigating gaps to be identified where possible –System level assessment to be done based on total set of identified gaps and risks

UCSB Approach (cont’d) –We know what we currently do – we don’t know how that translates into Kuali –We need someone to do the translation for us –We want support on a task by task (functional area by functional area) basis because we don’t have budget allocated for the entire project –We want a deliverable product (a fit-gap document) for each task that allows us to build upon knowledge/understanding gained as result of preceding tasks Kuali – From Evaluation to Implementation

UCSB Current Status –Started evaluation process with COA –We documented our existing processes (both automated and manual) –We documented to data associated with our processes (both digital and non-digital) –We enlisted the aid of a qualified consultant (rSmart) to map UCSB COA processes and data to defined Kuali COA processes and data –The result of this exercise indicates that UCSB processes and data can map successfully with a few gaps. The gaps can be mitigated. Kuali – From Evaluation to Implementation

UCSB Current Status (cont’d) –Currently presenting the results of COA analysis to UCSB and UC communities –Currently determining which functional area to assess next –No loss of investment even if we can’t do Kuali Documentation of UCSB processes/data extremely valuable regardless of direction Exercise has identified targets of process improvement regardless of direction –Conclusion: In an environment where high level consensus must be achieved, this approach is a good way to build consensus while minimizing investment risk Kuali – From Evaluation to Implementation

Colorado State University Troy Fluharty

Colorado State’s Approach 11/05 Our first Kuali Days –We went to see why we shouldn’t use Kuali –We left knowing Kuali was what we wanted to do 1/06 – 6/06 Prepared dual Financial Mgmt/Research Mgmt RFP –Heavy campus involvement –6/30/06 Target release

7/06 The landscape changes –VP Finance & Admin resigns –Board of Governors wants to consider a whole “CSU System” solution –Subsequent study by BOG takes several months –Subsequent decision by BOG is CSU does not implement one system –BOG directive to implement new system months –We keep attending Kuali Days to keep current Colorado State’s Approach

1/07 After 11/06 Kuali Days we decide to try the new rSmart Kualifier –Appliance installed –On campus meetings with stakeholders –Opened up appliance to all campus users –Provided simple scenarios to users –Short training sessions on how to use eDocLite development Batch feed instructions Kualifier Report Colorado State’s Approach

Campus support –Ability of campus to try system generated overwhelming approval –Campus decides that Kuali is direction we need to go without opening an official RFP Ability to demo solutions to existing problem processes in eDocLite Colorado State’s Approach

6/07 FMS/RMS committee approval of Kuali 8/07 Administration gives Kuali go-ahead 10/07 State Controller gives Kuali approval Colorado State’s Approach

CSU’s Next Steps FRS to Kuali conversion –Mapping of elements between databases –Deliver a program to convert and load data –Documentation of the process Upgrade of appliance –Relocate the Kuali database to our enterprise Oracle server

CSU Lessons Learned so far Campus involvement is key –Allow them to try out the system –Involve key campus business officers to obtain buy-in to the process –Reporting subcommittee Unique ability of Kuali to provide a working system before purchase is invaluable eDocLite is a top selling point

Lee Belarmino

Delta College Systems Sakai LMS Internet Classes Kuali Workflow MUNIS HR and System 2000 Payroll Kuali Student Kuali Financials uPortal Student and Staff

Kuali Workflow from Evaluation to Implementation Implementing MUNIS Human Resource System Home grown Payroll System 2000 Front-end very labor intensive Non Satisfactory Kronos Time and Attendance Reviewed Options –Spend more money on making Kronos work –Implement “dumb” electronic forms – Adobe –Implement Smart Forms Adobe Informed –Implement Kuali Workflow for Time and Attendance

Kuali Workflow Implementation Feasibility Analysis – rSmart –Includes scope and budget estimates Requirements Analysis – rSmart –Capture of system detail and design Development – rSmart –Development of Time and Attendance Forms and Workflow Implementation of Time and Attendance Work Flow –Pilot 01/08 – 03/08 –Live 04/08

My Time at Delta Kuali Workflow

Delta College/rSmart Partnership ProjectOrganizationLeadershipAnalysisDevelopmentImplementTrainingOther Kuali Financial√√√√√√ Kuali Student√√√√√ uPortal (Unicom)√√√√√√ Human Resource√ Kuali Workflow√√√√√ Payroll√√√√ Sakai (etudes NG)√√√√ √ = rSmart Assistance

From Evaluation to Implementation Four Paths