1. 1 Local Readiness Team Lead Meeting June 27, 2007

2. 2 Agenda Requirements Gathering and Analysis Process Business Process Changes/Impacts Chart of Accounts - Debbie Brodsky Supply Chain - Randy Henry Grants - Tom(my) Harmon Facilities - Marina Lerin Cognos Planning - Vicky Pickett

3. 3 Purpose Gather, prioritize, and determine the best method to deliver requirements for the new systems to the user community Process Conduct design sessions with end users to identify system requirements Prioritize requirements Determine how well requirements and desired future process flows are met by the purchased software (gap/fit analysis) Create RD10 Process Detail documentation for each business process and a detailed project plan Requirements Gathering and Analysis

4. 4 Requirements Gathering Financial and Research Systems More than 300 design sessions were held on more than 100 business process topics to gather requirements More than 1100 business requirements were identified Cognos Planning and Facilities Management are currently conducting design sessions with business owners and end users Once all requirements are identified, we prioritize them in the following categories: Critical Desirable Nice to Have

5. 5 Gap/Fit Analysis The gap/fit exercise determines how well the requirements and desired future process flows can be met by the purchased systems This analysis is done, for most areas, in the context of the purchased software and represents a mapping of our requirements to the system-delivered way of performing tasks Results of the mapping are grouped, broadly, into: Those items that can be met by the system with proper configuration Those items that must have custom development work done in order for the need to be met Those items that cannot be met at all, and Those items whose status is uncertain The purpose of the gap/fit analysis is to provide enough information for a detailed project plan to be assembled.

6. 6 Chart of Accounts Debbie Brodsky

7. 7 Chart Of Accounts Mapping The COA mapping team Debbie Brodsky Lois Riegel Additional team members: analysts from the Budget Office as assigned to their NU constituency To gather information to assign the University Chart of Account values, the COA mapping team has met with all area, school, major unit and central entity business administrators (more than 40 meetings). Some of these meetings involved VPs or Associate Provosts, sometimes they engaged Department and Center administrators.

8. 8 Chart Of Accounts Mapping Goals and Objectives Primary focus is on “Department ID” - tree levels for master Department ID tree: Northwestern University Senior Administration Area / School / Major Unit / Central Entity Area / School / Major Unit / Central Entity Division Primary Management Unit Primary Management Unit Division Specific Department ID

9. 9 Chart Of Accounts Mapping Department ID Tree Conclusions 1. Adherence to standard approach  No deviations: e.g., no functional levels 2. Consistency is essential  To ensure reliability of workflow  To ensure reliability of reporting  To ensure reliability of security 3. Level 5: Primary Management Unit  Lowest level for common University-wide reporting  Primary Management Unit is not dependent upon a requirement for a chair or faculty/staff to be assigned to it 4. Below Level 5: School’s or Area’s further divisions for management purposes as required

10. 10 Chart Of Accounts Mapping Activities Follow-up with each unit Building trees – we’re planting a forest! COA Mapping Workgroup Comprised of representatives from the Budget Office, Controller’s Office, Project Café Meet weekly to address open COA mapping issues

11. 11 Chart Of Accounts Mapping Timeline Phase 1: 8/31/06 close plus 9/1/06 through 12/31/06 In process, coming to a close Phase 2: 1/1/2007 through XX/XX/2007 Actual end date to be determined We need to capture newly created CUFS values and map them to the hierarchies the Schools/Areas have identified (with assistance) Phase 3: XX/XX/2007 through August 31, 2008 Forms to be created and added to existing “Request for CUFS Account” for non-grants and applicable Grant & Contract form Routine process to capture newly created CUFS accounts and convert to PeopleSoft chart strings must be established

12. 12 Supply Chain Randy Henry

13. 13 PeopleSoft Supply Chain Modules eProcurement Purchasing Expenses Accounts Payable

14. 14 Changes/Benefits Procurement Favorites, Templates and the Shopping Tool Help to expedite Requisition entry Automated approval workflow with notifications (e-mail and worklist) Electronic attachment and routing of documents: SSJ, BD, Quotes, etc… Budget Checking/Pre-encumbrance Fax Server – Automate and expedite Purchase Order dispatch to vendors Manage Requisitions: Tool to help users follow the status of REQs and POs

15. 15 Changes/Benefits Expenses Automated Approval Workflow with notifications Processed in separate module, employees no longer set-up as vendors Statuses can be monitored and tracked in the system

16. 16 Changes/Benefits Accounts Payable Improved payment turnaround More interfaces that bring payment information directly into A/P, reducing manual input and duplicated effort Outstanding Receiver Notifications Check Requests for items such as: Registrations, Subscriptions, Services, Independent Contractors, etc…(REQs will not be created for these types of payments) Ability to set-up recurring payments will create payment automatically as it becomes due: leases, recurring services, etc.

17. 17 Manage Requisitions

18. 18 Manage Requisitions

19. 19 Approvals

20. 20 Worklist

21. 21 Grants Tom(my) Harmon

22. 22 Grants Management Changes Finding Funding SPIN\SMARTS\GENIUS Proposal Development Online development of proposals Routing and Approval Online routing and approvals capturing Submission Grants.gov submissions Post submission activities Negotiations and awards

23. 23 Grants Business Process Changes

24. 24 Grants Business Process Changes

25. 25 Facilities Marina Lerin

26. 26 FAMIS Application Overview System for managing Facilities operations and projects Functions include Work Management Capital Projects Utility Billing Key Control Inventory and Equipment Management

27. 27 FAMIS: User-Facing Components Service requests via web-based self-service Key requests via self-service Dashboards to track statistics/status of work orders and capital projects

28. 28 Business Process Improvements Timely feedback on status and progress of work requests Workflows for service requests and project approvals More frequent and detailed job cost/charge data Greater visibility to capital project planning data Informative reporting on project costs Timely and accurate Facilities inventory and equipment management and valuation

29. 29 Cognos Budgeting Vicky Pickett

30. 30 Cognos Planning What we have done so far Installed Cognos Planning on server and client side Analyst (central facing) Contributor (web-based) Approximately 60 hours of proctored training and three months of hands-on model building Created a prototype model to demonstrate Cognos to members of the University community

31. 31 Cognos Planning Next Steps May - December 2007 Gather requirements from school/units to document all processes and opportunities for improvement Continue to enhance and develop the prototype based on that feedback January - April 2008 Final test of the system and training for financial managers Phase 4: May 2008 - August 2008 Preparation of the FY09 budget in Cognos Planning (web-based submission – no more spreadsheets!) August 2008 FY09 budget will be loaded into PeopleSoft financials

32. 32 Questions? Feel free to contact us with any questions… Tiffany Cleaver Implementation Readiness Team Lead Assistant Functional Manager tcleaver@northwestern.edu OR projectcafe@northwestern.edu