1. From Evaluation to Implementation
Four Paths
KFS
From Evaluation to Implementation

2. Strathmore University University of California Santa Barbara
Vincent Ndoloka
University of California Santa Barbara
Doug Drury
Colorado State University
Troy Fluharty
San Jaoquin Delta College
Lee Belarmino

3. Strathmore University Vincent Ndoloka

4. 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

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

6. 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”

7. University of California Santa Barbara Doug Drury

8. 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

9. Kuali – From Evaluation to Implementation
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

10. 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.

11. 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

12. Colorado State University Troy Fluharty

13. 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

14. Colorado State’s Approach
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

15. 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

16. 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

17. 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

18. FRS to Kuali conversion
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

19. 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

20. Lee Belarmino

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

22. 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

23. 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

24. My Time at Delta Kuali Workflow

25. My Time at Delta Kuali Workflow

26. Delta College/rSmart Partnership
Project
Organization
Leadership
Analysis
Development
Implement
Training
Other
Kuali Financial √
Kuali Student
uPortal (Unicom)
Human Resource
Kuali Workflow
Payroll
Sakai (etudes NG)
√ = rSmart Assistance

27. From Evaluation to Implementation
Four Paths
KFS
From Evaluation to Implementation