1. All Aboard! “Selling” KFS to Your School
Troy Fluharty, Colorado State University
Kymber Horn, University of Arizona
Kim Yeoh, Cornell University

2. Pre-Implementation Cornell University Gaining Management Support
Comparison of KFS to PeopleSoft (Fall 04)
Based on functioning system (IU’s FIS)
Controlling our own destiny
Functionality, timelines, cost
Technical community source advocates

3. Pre-Implementation Cornell University
Gaining Management Support (cont’d)
Benefits of Kuali
Designed for higher ed
Workflow can be used for other processes
Designed for distributed access
Code is visible, modifiable, supportable
Proven interfaces with PeopleSoft
Community source consistent with higher ed culture

4. Pre-Implementation Cornell University
Gaining Management Support (cont’d)
Risks of Kuali
Coordination with partners
Delivery of software
Long term support
Still likely to be customizations needed for Cornell

5. Pre-Implementation Cornell University
Gaining Management Support (cont’d)
Risks of vendor software
Initial costs (purchase, consultants, customizations)
Long term costs (maintenance, upgrades)
Long term support not guaranteed
Forced upgrade schedule
Extensive modifications to meet Cornell’s needs

6. Pre-Implementation Cornell University
Gaining Management Support (cont’d)
December 2004… WE’RE IN!
Institutional commitment to join partnership and implement KFS at Cornell

7. Pre-Implementation Cornell University Gaining Functional Support
Demos of FIS (Feb – Apr 05)
Demos of KFS Release 1 (Apr – Aug 06)
Kuali Days
Local COA team (Jun 05 – present)

8. Pre-Implementation Cornell University
Gaining Functional Support (cont’d)
Sophisticated workflow tool
Flexible chart of accounts
Labor distribution adjustment process
Budget and accounting data integrated
Distributed capital assets functionality
Enables “soft” commitments
Indirect cost calculated and posted nightly
Endowment management

9. Chart of Accounts Team Cornell University Composition of team:
KFS staff: project manager, project director, functional lead, quality assurance analyst, 2 business analysts
Central offices: 2 accounting, 1 reporting, 2 cost analysis & capital assets, 2 sponsored funds, 3 budget, 1 IT data delivery
Campus representation: 5 colleges, 2 research departments, 1 Libraries, 2 enterprises

10. Chart of Accounts Team (cont’d)
Cornell University
Chart of Accounts Team (cont’d)
Reviewed FIS functionality and chart attributes
Reviewed existing chart attributes
How they are used? Still necessary?
Make recommendations for how KFS attributes will be implemented at Cornell
Provide sample data for test installation

11. Colorado State University

12. Colorado State University
The process started with preparing an RFP using the Advantiv Decision Director
Involved all campus personnel we could
Resulted in a very comprehensive list of requirements
Then it happened on the eve of releasing the RFP….

13. Colorado State University
Change in administration halted the RFP
This actually worked out great for Kuali, it gave us time to look at it
By the time it all settled we had taken our time to really look at Kuali including using the Kualifier from rSmart

14. Colorado State University
Our sales strategy was born from necessity but really was a lesson on how to sell the system.
3 simple steps to selling Kuali

15. Colorado State University
Get Kuali up and running on campus
Kualifier is a very good option and the campus sessions got excitement started
Get the academic side of campus involved and using the system you have running
We held short training meetings with everyone we could get interested and provided simple scenarios for them to experiment with

16. Colorado State University
Find a somewhat simple problem process on your campus and develop an eDoclite as a demonstration of the system
Ours was a moving reimbursement form that tends to get lost in transit for signatures
It is used for high cost moves and has to have Provost’s approval – this meant is caught attention at all levels of the institution

17. University of Arizona

18. University of Arizona Early Exploration
Net Meeting with IU and University of Texas, 2003 – “this won’t work for us”
Another Net Meeting – wow!
Visit to IU – double wow!!
IU (Bill, Damon and Barry) visit Arizona – 2 sessions, attended by 150 each – SRO

19. University of Arizona
CIO, Sally Jackson, indicates we will join the Kuali Development partnership, invites campus to provide a good reason “why not”
Everyone is supportive
Join Development – early focus workflow, no plans to implement
Approved by Arizona Board of Regents
AVP Financial Services, Charlie Ingram, fronts the investment – functionally driven

20. University of Arizona Net Meetings SME groups formed, included campus
75 participants from around campus
SME groups formed, included campus
Development begins
Arizona Kuali Website
Detailed timeline, including meetings, decisions, progress
Newsletter with Kuali Update
Demos and Hands On sessions incl Survey
Demos, Demos and more Demos

21. University of Arizona Kuali Research enters the picture
Arizona Board of Regents approved KRA development partnership AND implementation
Contribution made to RICE
New CIO, Michele Norin – picked up the pace!
Enterprise System Replacement Proposal created, Kuali – Financials/Research; PS-Student/HR
ABOR approval – implementation set to begin July 08

22. rSmart Sandbox with UA Data
University of Arizona
rSmart Sandbox with UA Data
Chart of Accounts
Beginning Balances w/ Beg Balance methodology
Trial Balance
Vendor and Labor data
Arizona data is creating excitement and will be the feature of the next round of demos and used in hands on.

23. Cornell University

24. Implementation Project
Cornell University
Implementation Project
Planning Phase (Jan 07 – Feb 08)
One-on-one meetings with campus financial leaders
Provide high level plan
Hear their issues, concerns, needs
Begin inventory of current business processes, reports, and interfaces

25. Implementation Project (cont’d)
Cornell University
Implementation Project (cont’d)
Start-up Phase (Mar 08 – Jan 09)
Complete inventory of current business processes, reporting requirements, and interfaces
“KualiCU” (KFS 2.2 installed and loaded with sample Cornell chart data)
Data warehouse prototype and mock reports
Campus approval of chart and related org structures

26. Implementation Project (cont’d)
Cornell University
Implementation Project (cont’d)
Discovery Phase (Feb – Jul 09)
High level comparison of delivered system with current processes
Technical discovery and design
Final determination of modular vs “big bang” implementation

27. Implementation Project (cont’d)
Cornell University
Implementation Project (cont’d)
Implementation Phase (Aug 09 – 2012?)
Detailed fit/gap analysis by module/process
Customization, conversion and testing
Decision support environment
Training

28. Implementation Team Cornell University
Essentially same team for Planning and Start Up
Composition of team:
KFS staff: project manager, project director, functional lead, 2 business analysts
Central offices: reporting manager, IT data delivery specialist
Campus representation: business service center director

29. Implementation Team (cont’d)
Cornell University
Implementation Team (cont’d)
Participate in project plan, including:
Identification of scope, stakeholders, goals, objectives, success criteria, risks
Estimate of resource needs, work breakdown and schedule
Define governance, resourcing, management approach, communication plan

30. Governance Committees
Cornell University
Governance Committees
Senior Financial Group
Advisory board for policy or major practice decisions
Receive periodic implementation status updates
Business officers from each major college or unit
Financial System Steering Committee
Steering committee for the project
Review and approval of major project decisions
VP finance (chair), VP info technology, VP planning & budget, Director planning info & policy analysis, two college business officers; Director info systems, Treasurer

31. Troy.Fluharty@ColoState.edu kymber@arizona.edu ky16@cornell.edu
Questions?