1. ON TIME, ON-BUDGET, AND BEYOND: SUCCESSFUL ERP IMPLEMENTATION AND BUDGETING MODELS Nadine Stern Vice President for Information Technology and Enrollment Services Nicole Parkman Interim Director of Enterprise Applications The College of New Jersey

2. State College in Ewing, NJ Primarily undergraduate liberal arts Students - 5,600 FT, 330 PT, 850 graduate Faculty - 325 full-time, 350 adjunct Staff - 675 full-time, 125 part-time Student Employees/GA’s - 1,300

3. FINANCE AND HR PROJECT TIMELINE Implementation and Upgrades Go Live Purchase of PeopleSoft Financials/HRJanuary 1999 Finance 7.5 ImplementationJune 1999-March 2001 HR 8.3 ImplementationOctober 2001-April 2003 HR Upgrade 7.5 to 8.9March 2007 Finance Upgrade 8.3 to 9.0September 2009

4. FINANCIALS/HR PROJECT ORGANIZATION Financials First ERP project Team = 4 functional + 4 Technical Timeline = 21 months No backfill, 2 consultants Part-time project management No formal lessons learned analysis Human Resources Team = 2.5 functional + 4 technical Timeline = 2 years Backfill Consultants Part-time project management Conducted formal lessons learned analysis

5. STUDENT PROJECT TIMELINE Analysis of Student Systems & RFP Process February 2002 to September 2002 Contract NegotiationSeptember 2002 to December 2002 Purchase PeopleSoft Student and Oracle Consulting December 2002 Initial Implementation PlanningJanuary 2003 to June 2003 DELAY – STATE BUDGETJune 2003 to April 2005 Project Begins..Again!April 2005 Full Time Project Manager Hired November 2006 Admissions Go LiveOctober 2006 DELAY – Staffing, Questionable Decisions Opportunity to regroup and implement all modules together December 2006 – September 2007 Hire new consultants, Upgrade to latest version Redefine Go Live Methodology January

6. GO LIVE METHODOLOGY Processing of All Activity tied to Fall 2009 Begins December 2008 Admissions Applicants ProcessedDecember 2008 Schedule of Classes is BuiltDecember 2008 Student Financials Posts Application Deposit – General Ledger Interface to Finance December 2008 Financial Aid Packages /Estimate Award Letters Out January 2009 Mass Enrollment ConversionFebruary 2009 Open up Self Service to Students Academic Advising, What if, Shopping Cart March 2009 RegistrationApril 2009 Conversion of Spring and Summer from SIS into PeopleSoft Conversion of Financials- FA and Student Financials Live! July 2009 All in one System July 2009

7. TO THINK ABOUT: KEYS TO SUCCESS (OR FAILURE) Separate Consulting “Partner” from Product and Data Base House Entire Team Together This means Technical AND Functional. Yes, they CAN live together!! Define your Relationship with your Consultants- who is leading who?! Back Fill – 100% on the project -get HR involved in filling positions One Project Manager DBA- don’t underestimate the role of the DBA, start this relationship off on the right foot! High Level Support Encouraging enhancement of business processes needs high level support to make changes and quickly. Campus needs to know that Project is a Priority Load Testing and Balancing -Time this Right Communications and Training

8. SUB PROJECTS TO THINK ABOUT.. Housing Identity Management Reporting Portal Load Balancing /Stress Testing

9. WHAT COULD WE HAVE DONE BETTER… Staff Rewards and Morale – no $$$ or structure for rewards Pick the right people – the ones who will “hurt” to be out of the office but also the right attitudes Initial Planning – non standard implementation Budget Reality – we tried too hard to fit it into a low budget the first time around Earlier Detection of Technical/Functional Earlier Identification of Difficulty in Hiring Backfill HR \Strategies

10. POST PROJECT LESSONS LEARNED Define the “Official End” of the Project Date Driven OR Go Live Driven Changing the Culture of your Campus Phase 2 – How to make it actually happen Keep the “Phase 2” list Keep regular meetings Keeping your Institution on the Map user groups & conferences Keeping up to date with Patches and Fixes

11. UPGRADE PLAN FY 2010FY 2011FY 2012FY 2013FY 2014 HR Additional maintenance costs of $9920 and estimated implementation costs for Time & Labor $450,000 Additional maintenance costs of $18,160 Additional maintenance costs of $19,520 Extended support ends - upgrade costs estimate of $750,000 HR –new version on full support Fin Upgrade costs $500K to 1M No additional maintenance costs Additional maintenance costs of $9,760 Additional maintenance cost of $20,292 Additional maintenance costs of 21,104 Extended support ends - upgrade costs estimate of 500K – 1M StudentMaintenance costs of $111,067 Additional maintenance costs of $11,551 Additional maintenance costs of $24,026 Additional maintenance costs of $24,998 Extended support ends – Upgrade costs estimate of $2M

12. ORACLE CONTINUOUS DELIVERY Staffing More work on functional/technical teams- do all schools have dedicated systems people? Requirement to implement features that schools may have already built customizations for-(results in testing functionality you may or may not want) Budget No big upgrade costs but what about consulting to assist with..implementing? Staffing – hire more lines to support these continuous “minor” upgrades with initial budgeted upgrade costs ?

13. SUMMARY & QUESTIONS Two Different Institutions Two Different Software Systems Following same Guiding Principles for Success Equals Success

14. What did you think about this session? Your input is important to us! Click on “Evaluate This Session” on the conference program page.

15. Copyright- The College of New Jersey, 2009. This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.