cal state l.a. what have you done for me lately? 1 california state university, los angeles what...

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Cal State L.A. What Have You Done For Me Cal State L.A. What Have You Done For Me Lately?Lately?

California State University, Los AngelesCalifornia State University, Los Angeles

What have you done for me lately? A whole new approach to implementing ERP in Higher Education

A Management Perspective

CUMREC 2002Tuesday, May 14, 2002

10:15 a.m. – 11:15 a.m.

Track 4

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Copyright IBM and Cal State LA 2002.

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.

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Neil BowersPrincipalHigher Education PeopleSoft Practice

Dallas, [email protected](972) 561-7829

Your presenters today are:Your presenters today are:

Peter QuanAssociate Vice PresidentInformation Resources ManagementCalifornia State University, L ALos Angeles, [email protected](323) 343-2626

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20,675 Students 14,711 FTES 13,898 Undergraduate 6,777 Graduate/Post-baccalaureates Undergraduate Average Age: 26 Year Round Quarter Campus Graduates/Post-baccalaureates Average Age: 34 Public institution in the California State University system

Cal State L.A. campus statistics for Fall 2001 enrollmentCal State L.A. campus statistics for Fall 2001 enrollment

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The Cal State L.A. Student Administration project had it’s The Cal State L.A. Student Administration project had it’s beginnings in the early days of PeopleSoft SA.beginnings in the early days of PeopleSoft SA.

Beta Development Partner with Cornell University, University of Michigan, Northern Arizona University, Southern Methodist University, James Madison University and Houston Community College System

Target Functionality achieved in Version 7.6 (1/2000)

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The mission of the Golden Eagle Territory project is to:The mission of the Golden Eagle Territory project is to:

Empower students, faculty and staff with relevant student system information and self-service applications delivered through a state of the art internet portal that is accessible any time, any where.

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We will lead with the highest 'value' components: web-enabled student self-service

When put into the proper context, this serves as the infrastructure for e-Learning as it grows both on and off-campus

The student services portal is an electronic mall for student services

One of our most important institutional goals is to significantly One of our most important institutional goals is to significantly improve the quality of the student experience at Cal State L.A.improve the quality of the student experience at Cal State L.A.

We will automate the less complex services to improve the availability of individualized services

Long-term relationships are needed with CSULA learners - this is a great start in that direction

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Existing implementation approaches do not support the required Existing implementation approaches do not support the required solution framework.solution framework.

The traditional approach- Negative public reports- Cost too much- Took too long- Too much pain for little gain- Significant campus commitment(people, $, time)- Not focused on immediate

campus problems- “Early” successes by module

not attractive The rapid approach

- Quite suitable for smaller institutions- Not our cookie cutter!

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Besides coming up with a new implementation approach, the campus Besides coming up with a new implementation approach, the campus must meet the President’s challenge.must meet the President’s challenge.

“When we lessen the transaction time for the mundane, but necessary, aspects of higher education, we free students and faculty to spend more time in the critical learning and teaching processes.”

Dr. James M. Rosser, President California State University, Los Angeles

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Turning Point - February 1999

The Cal State L.A. solutionThe Cal State L.A. solution

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Our challenge was to address the major implementation issues and Our challenge was to address the major implementation issues and provide a solution framework.provide a solution framework.

Not just a technology project Address institution problem Student centric focus

Expedite the campus consultation and decision process during implementation Capitalize on DB2 SIS Plus implementation designs

- No change in Academic processes - Re-use in PS format where possible

Students want to be empowered to do it themselves any time, any place Internet based self-service application

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Our challenge was to address the major implementation issues and Our challenge was to address the major implementation issues and provide a solution framework. (continued)provide a solution framework. (continued)

Implementation of ERP on a modular basis has inherent risks and draw backs Logical rollout by self-service function

ERP projects take forever Need to break it up into manageable segments with immediate benefits

2–5 years for deployment is too long and 9–12 months is too intense Deployment must be achieved in 6 months increment within 2 years

ERP costs are open ended for deep pocket institution only Fixed scope & fixed price

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One time campus funding opportunity only No funding to extend life of legacy system (e.g. web-enable

legacy system) All work efforts must move us closer to the full implementation

of Student Administration Must demonstrate benefits of the PeopleSoft system AND retain

the legacy system as the system of record PeopleSoft Student Admin is very flexible and hence

very complex Incremental rollout provides a low impact learning environment

& facilitates continuous learning


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Phased modular deployments (silo effect) result in rework Flexible framework to deploy self-service functionality in an informed

sequence to solve specific institutional problems and requirements Big bang deployments cause drastic changes to processes for

students, faculty and staff Gradual transition eases the impact of change

Traditional backfill solutions are to costly and impractical- Separate implementation team issue- Knowledge transfer issue- Training effectiveness issue Incremental deployment provides for timely operational staff relief in

high service impact area - use our best & brightest resources - not a separate team - no lag time between training/implementing/deploying

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Human behavior is much slower to change than technology Long term lasting change can only be sustained if the project

team is:- Included in planning & executing- Involved in decision making- Empowered to take initiative- The master of change not its victim

ERP does not deliver on the promised benefits Timely & consistent rollout of benefits based on campus priority

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Compared to rapid & traditional approaches, the CSULA approach provides an Compared to rapid & traditional approaches, the CSULA approach provides an outstanding response to your students, faculty, staff and administration when they askoutstanding response to your students, faculty, staff and administration when they ask

“What have you done for me lately?”“What have you done for me lately?”

RapidModular9 -12 months

** Quick Value Highest Impact

TraditionalModular2 - 5 years

Long Term Value ** Lowest Impact

CSULASelf-service2 years

Quicker Value (than rapid) Lower Impact (than Traditional)

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So, what does our deployment schedule look like and where are we So, what does our deployment schedule look like and where are we today?today?

Phase I Proof of Concept completed October 2000

selected October 2001

Phase II Rollout completed April 2002

Phase III Rollout planned October 2002

Phase IV Rollout planned April 2003

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This approach delivers valuable self-service functionality to students, This approach delivers valuable self-service functionality to students, faculty, staff and administration every six months while the legacy faculty, staff and administration every six months while the legacy

application continues to be the system of record.application continues to be the system of record.

IV

10.02 Financial Aid Live AY 03-04 10.02 (SS) Link to FAFSA application10.02 (SS) Fin Aid Appl Status AY 03-0410.02 (SS) View FA Eligibility (SAP) 10.02 (SS) View FA Awards10.02 (SS) View disbursements and dates10.02 (SS) View/Print FA History

04.02 (SS) Web Pay by CC03.02 (SS) Student Account03.02 (SS) Student Total Units03.02 Catalog/Schedule of Classes

III

II

I

AA

AD

SR

FA

SF

P

h

a

s

e

s

T i m e l i n e 10.01 04.02 10.02 04.03

10.00 (SS) Personal Class Schedule 10.00 (SS) Phone Changes10.00 (SS) Address/Email Changes10.00 (SS) Grades10.00 (SS) Holds10.00 (SS) Forms10.00 (SS) CSULA Events

03.03 Student Records Live 03.03 (SS) Faculty - Process Grade Books and Class assignments03.03 Admissions Live 03.03 (SS) Faculty – View & Process Grade Rosters03.03 Student Financials Live 03.03 (SS) Faculty View Advisees and Schedules03.03 Academic Advisement Live 03.03 (SS) Faculty Class Rosters03.03 (SS) Registration 03.03 (SS) Apply Graduation

03.03 (SS) Request and pay by CC for Official Transcript03.03 (SS) View Unofficial Transcript and What If’s03.03 (SS) View Degree Progress, Transfer Credit

09.02 (SS) Admissions Appl Status W/S/M/F 02-0309.02 (SS) Schedule and Bio-demo

03.02 (SS) Registration Appmts 03.02 (SS) Exam Schedule03.02 (SS) Portal Implemented02.02 Power Setup

11.01 Reduce Batch Window

04 .0 3 Pe o

ple S

oft S

A F

ul l Im

ple m

entatio

n G

oal M

e t

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Our conversion strategy and data mapping also differ from Our conversion strategy and data mapping also differ from traditional approaches.traditional approaches.

Power Build Setup Wizard load tables from legacy All fields are mapped 27,000 continuing status students converted in 5 minutes versus 11

hours using traditional data conversion software A by-product of the Power Build Setup Wizard are the cross-walk

tables (translation tables) used in data maps

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The architecture used to get us from legacy to PeopleSoft includes a The architecture used to get us from legacy to PeopleSoft includes a Power Build of the setup tables as well as a bi-directional real-time Power Build of the setup tables as well as a bi-directional real-time

data router. data router.

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The ultimate critical success factor is to have an effective The ultimate critical success factor is to have an effective organization led by a very committed executive team.organization led by a very committed executive team.

E xectutive S ponsor a nd E ngag em ent M a nagem en t

P roject M anage m ent A ssistan t

C S U C M S P roject D irecto r

F unctio nal Lea dC C / A D M / S R

F unctio nal Lea dSF

F unctio nal Lea dA A

F unctio nal Lea dFA

S ubject M a tter E xperts

S A T eam Lead

F unctional C onsultan tC C / A D M / S R

F unctional C onsultan tA A

F unctional C onsultan tSF

F unctional C onsultan tFA

F unctional A rchitec t

D ata M ig ration S pecia lis t

D ata M ig ration S pecia lis t

D ata M igratio n

T echnic al Lea dC C / S A D M / S R

T echnical C onsultan t

T echnic al Lea dA A

T echnical C onsultan t

T echnic al Lea dSF

T echnic al Lea dFA

N etw ork A d m inistrato r

D atabase A dm inistrato r

Infrastructu re A nalys t

P C S upport

S ecurity A dm inistrato r

W orkstation A dm inistrato r

R eport S pecia lis t

H elp D es k

T rain in g C oordinato r

T echnica l M anage r

P rojec t C hairperso nan d

P roject M anagem ent O ffic e

E xecutive S teering C om m itte eP resident - P rovost - V P S tudent A ffa irs -

C F O - C IOV P Institutional A dvancem en t

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Every six months the project cycles through the four steps of IBM Every six months the project cycles through the four steps of IBM implementation methodology.implementation methodology.

• Project Plan

• Questionnaires

• Workshops

• Technical

Strategies

• Setup Tables

•Business

Process Unit

Testing

• Convert Data

• Develop

Interfaces &

Reports

• Unit &

Parallel

Testing

• Go Live

Prepare Redesign

Design DeployConfigure

IBM Global Services Method Blue

IBM

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There are critical success factors present in every software There are critical success factors present in every software implementation project - don’t ignore them!implementation project - don’t ignore them!

Absolutely unwavering Executive Management vision and commitment

Project team empowered to make decisions quickly

Acceptance of the need for and consequences of change

Skilled resources with time dedicated to the project

Robust, ongoing communication process Full-time Project Management Passion for the task at hand

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It is our intention to make ourselves, as consultants, obsolete. This It is our intention to make ourselves, as consultants, obsolete. This strategy fits well with the strategy fits well with the CSULACSULA approach and is repeated for every approach and is repeated for every

six months rollout.six months rollout.

Te

am

Ro

les

an

d

Re

sp

on

sib

ilit

ies

Lead & Train

Mentor

Coach

Learn & Perform

Perform & Present

Lead, Train & Manage

Project Start Project

End= IBM Team

= Client Team

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What specifically have we accelerated?What specifically have we accelerated?

Phase I - View and change your address, phone number and email

address - View the University catalog

- View registration and transcript “holds” - View personal class schedule - View grades - View and print forms

- View and research the current Schedule of Classes- View CSULA events

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Phase II - View registration appointments - View exam schedules - View total student units earned

- View student financial account balance information- Make credit card payments

- Experience improved navigation of the web application- New capabilities for students with disabilities- Full upgrade to SA 8.0- Reduced batch window consumption from 11 hours to 5minutes- Campus Portal 8.0 deployed- Power Build Wizard for PS Setup tables

During April 2002, we deployed the following Phase II functionality:During April 2002, we deployed the following Phase II functionality:

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Modules (by Phase) Complete as of3/1/02 5/14/02

Campus Community (II) 85 % 100% Institutional Structure (II) 80% 100% Financial Aid (III) 10% 30% Admissions (IV) 0% 0% Student Financials (IV) 15% 35% Student Records (IV) 5% 15% Academic advisement (IV) 5% 15%

Estimates of module completion reveal significant differences in the Estimates of module completion reveal significant differences in the way this approach focuses on the deployment of features rather than way this approach focuses on the deployment of features rather than

modules.modules.

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Students are proving to be entrepreneurs in digging into the portal and finding all the stuff it can do

Students flock to things that increase their convenience - we're seeing high acceptance of new web self-service

The services that students are getting are improving due to the reduction in simple transactions

New students have high expectations of CSULA's ability to use technology for student services

This project is having a definite reduction in faculty workload in student services areas

Early web self service is providing significant relief from traditional ERP projects: project backfill options are easier to manage

This approach delivers on-going waves of functionality, reducing staff stress that can accompany traditional rapid and big bang deployments

Some of the most frequently vocalized benefits to date are:Some of the most frequently vocalized benefits to date are:

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From the pen of the Cal State L.A. students who have already From the pen of the Cal State L.A. students who have already enjoyed the benefits of our approach.enjoyed the benefits of our approach.

Jim Dawson – Student This is a wonderful site. I registered using STAR (IVR) yesterday and verified my class schedule today. I just wish you would make registering for classes as easy as using GET.

Ben Hildago – Student I am glad that you have given us access to this information (and in such a well-designed interface) … I am really happy with this system. Thanks a lot!!!

Ratronda Gowdy – Student O.K. let me just say WOW. Great job with the website. It looks great... This upgrade is 200% better than the previous website. Thanks for your hard work!

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Is there any research to provide the underpinning theories for our Is there any research to provide the underpinning theories for our new approach?new approach?

Rosabeth Moss KanterRosabeth Moss Kanter Ernest L. Arbuckle Professor of Business Administration at Harvard Ernest L. Arbuckle Professor of Business Administration at Harvard

Business SchoolBusiness School Specializing in strategy, innovation, and leadership for change Author or co-author of 15 books Evolve! Succeeding in the Digital Culture of Tomorrow

“The 15-Minute Competitive Advantage” The 15-Minute Competitive Advantage” Business 2.0Business 2.0 - February 2002 - February 2002

The path to success involves staying a little ahead of the competition but close enough that customers can still understand your product and incorporate it into their lives and businesses.”

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Kanter’s research cites consumer habits as a major obstacle to Kanter’s research cites consumer habits as a major obstacle to maintaining competitive advantages.maintaining competitive advantages.

Survey of 785 tech company executivesSome Succeeded

Others did not! Newer companies (started after 1980) were much more

likely than larger, established companies to cite marketplace barriers -- with customers that were not receptive or ready -- as a primary obstacle.

Human behavior is much slower to change than technology

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Incremental changes are easier to implement & maintain over time.Incremental changes are easier to implement & maintain over time.

Innovations most likely to take hold are those that don't demand excessive change from the customer

Incrementalism -- represented by the following eight characteristics -- is key

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Let’s compare Kanter’s 8 points to the Cal State L.A. project.Let’s compare Kanter’s 8 points to the Cal State L.A. project.

Kanter’s Points• Provable……………….

• Divisible/Parallel……... dub

• Reversible……………..

• Tangible……………….

• Fits prior investments… b

• Familiar………………..

• Congruent with future direction……………….

• Publicity value………...

CSULA Project• Phase I proof of concept

• Four discrete Phases with legacy still the system of record

• Legacy is still fully operational

• Six months incremental rollout

• Value of legacy maintained and actually improved during the transition

• Consistent with past self-service

• New generation of internet based applications

• Students love it

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IBM and Cal State LA strongly agree with Rosabeth Moss Kanter.IBM and Cal State LA strongly agree with Rosabeth Moss Kanter.

“There's still plenty of room to sneak in revolutionary ideas under cover of evolutionary change. But think long-term trends in short-term steps -- 15 minutes at a time.”

Rosabeth Moss Kanter

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Neil BowersPrincipalHigher Education PeopleSoft Practice

Dallas, [email protected](972) 561-7829

May we answer your questions?May we answer your questions?

Peter QuanAssociate Vice PresidentInformation Resources ManagementCalifornia State University, L ALos Angeles, [email protected](323) 343-2626

cal state l.a. what have you done for me lately? 1 california state university, los angeles what...

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