campusnexus implementation kick off

CampusNexusImplementation Kick OffThe Power of Partnership

Client: Oregon Community College Consortium Date: July 26th 2018

Kick-off Meeting Objective

• To formally recognize the “official start” of the project.

• Ensure that all project participants and key stakeholders begin the project with a clear and shared understanding of the project: project expectations, scope, approach, deliverables, roles and responsibilities, and estimated timeline.

Today’s Agenda

Introduction

Project Objectives and Definition of Success

Project Scope

Project Approach

Project Team Roles and Responsibilities

Project Timeline

Project Management

Hello

Why

What

How

Who

When

Control

Campus Management Team

• Regional Sales Manager - Glen Forman

• Project Sponsor & Program Manager – George Valiente

• Senior Director, Field Operations Alignment – Ken Wilson

• Implementation Consultant – Ecateryna Aragon

• Project Manager – Jim Pickett (joins next week!)

• Customer Engagement Manager – Susan Nelson

• Director of PMO – Owen Callahan

• Director of SIS – Dan Mongeluzi

• Director of CampusNexus Finance – Gulshan Kumar

• Service Delivery Manager – Arun Varadhan

Consortium Team

• President, Cam Preus

• Team Lead, Diane Drebin

• President, Chris Breitmeyer

• Team Lead, Greg Riehl

• President, Marta Yera Cronin

• Team Lead, Danny Dehaze

• President, Brigitte Ryslinge

• Team Lead, Robin Gintner

• President, Cathy Kemper-Pell

• Team Lead, Curtis Sommerfeld

Implementation Drivers

The Power of Partnership

• Cost Efficiencies• License• Implementation• Shared Services

• Collaboration• Common Terminology• Common Business Processes• Common Configuration

• Impact• Student Access, Progress, Success• Raised bar of excellence in OR CCs

Success

Access

Analytics

Progress

We Accomplish More Together

Keys to Success

Governance

SME Empowerment

Transparency

Managing Change

• Executive involvement and sponsorship

• Formation of a Steering Committee

• Focus on critical milestones

• Tightly manage scope and budget

• Availability and Participation by functional experts

• Empower SMEs to make recommendations

• Develop a sense of ownership in functional stakeholders

• Nominate and develop super-users

• Open and frequent communications

• Identify risks and issues when they surface

• Communicate expectations

• Access to institutional peer groups

• Prioritize

• Requirements

• Commitment from the top down

• Adopt industry best practices

• Gain consensus on common processes

What?Project Scope Definition

Implementation ScopeCommitted RFP Scope

• CRM/Student

• Admissions/Recruiting

• Registration

• Degree Audit

• Course Management

• Career Pathways

• Financial Aid

• Student Services

• Student/Faculty Portal

• Non-credit Programs

• Self-service Web Forms

and Process

Automation

• Self-service Web Forms

• Business Process

Automation

• Learning Management

System

• Integrations

• Outlined per college in

their integration SOW

• Analytics

• Data Warehouse

• Pre-delivered

• Ad-hoc

• Operational Reports

• Pre-delivered

• Data Views

• Ad-hoc

• Data Access

• Support

Implementation Scope• Finance

• General Ledger/COA

• Accounts Payable

• Accounts Receivable

• Budgeting

• Inventory

• Purchasing/Fixed Assets

• Travel

• Bookstore

• Receiving

• Grants

• HR & Payroll

• Recruitment/Hiring

• Timecards

• Leave Tracking

• ACA/Benefits

• Performance

Management

• Faculty/Adjunct

Contracts

• Payroll

• Employee Self-service

How?Project Approach and Implementation Methodology

Proven Best Practices

• Campus Management has been named the 2018 Microsoft Global Partner of the Year Award Winner for Education and was honored among a global field of top Microsoft partners for demonstrating excellence in innovation and implementation of customer solutions based on Microsoft technology

• Project follow a Standard PMI Project Management methodology

• Defined and proven implementation methodology at over 1700+ campuses

Implementation Methodology

Project Initiation• Project Kickoff• Project Planning

Analysis & Assessment• Product Overview• Requirements Review• Data Analysis• Integration Analysis

Configuration• System Configuration• Admin Training

Deployment• End User Training• Go-Live Support

Optimization• Transition to Support• Customer Engagement

Management • CampusCare• Learning Center

Validation• Data Migration and

Validation• QA and End-user

Testing• System Walkthrough

Initiate Analyze Configure Validate Deploy Optimize

Deliverables• Project Plan• Kickoff Materials

Deliverables• Business

Requirements• Data Migration Plan• Product Installation• Design Documents

Deliverables• Configuration

Roadmap• Business Decisions• Integrations and

Customizations

Deliverables• Training Manuals• Quick Reference

Guides• Learning Center

Courses

Deliverables• Validation

Workbooks• Sample UAT Test

Plans

Deliverables• Project Acceptance

Consortium Approach Considerations

• Decisions made in a unified and collaborative approach

• Steering Committee

• Efficiencies through common configurations • Naming conventions, enrollment options, other

common processes

• Post Sales Environment access

• Common Terminology

• Pre-established escalation model

Initiation

• Objective:

• Set expectations & educate the Consortium about the implementation process

• Confirm priorities & identify constraints

• Confirm project scope

• Develop project plan

• Key Activities:

• Assemble project team

• Introduce Project Management process

• Identify priorities, constraints, & project schedule

• Establish implementation schedule

• Deliverables:

• Project Kick-off materials

• MyCampusInsight access

Initiate Analyze Configure Migrate Validate Deploy Optimize

Analysis & Assessment

• Objective:

• Define Business Requirements

• Review existing data sources & data integration points

• Map Data to be integrated using CMC standard data templates

• Identify changes in business processes

• Provide Solution Overview

• Key Activities:

• Examine all Current Systems

• Discuss current & future business processes

• Identify data integration points & plans extraction/migration

• Confirm reporting, regulatory & compliance needs.Leverage Campus Management Experience & best practice

• Deliverables:

• Business Requirements Document

• Data Migration Plan

• Product Installation

• Integration Requirements


System Configuration

• Objective:

• Train the Consortium on functionality & configuration (System & Business Administration)

• Build Integrations, Customizations, & Reporting needs.

• Provide Solution Overview

• Key Activities:

• Setup & Configuration of application based on Requirements and Design

• Configuration guidance to help make business decisions

• Establish configuration change management.Build Integrations

• Deliverables:

• Configured Environment

• Configuration Document


Data Migration

• Objective:

• Provide integrated data for each module using Common file formats

• To ensure high data quality and long term integrity

• Key Activities:

• Populate data mapping templates

• Data processing/transformation (e.g., dedupping and data cleanup, calculated fields)

• Data import into new database

• Post import data processing

• Appropriately handle any issues

• Deliverables:

• Sample data set within Environment

• Data Mapping Document


Validation

• Objective:

• Confirm data will support execution of business processes and workflow

• Validate that configurations support defined business processes

• Key Activities:

• Confirm the application is “business ready”

• End-to-end testing of all products

• User Acceptance Testing (UAT) confirming the flow of data through the system

• Key process owners verify that configuration produces results

• Deliverables:

• System walkthrough using institution specific configuration and data

• Data Validation Workbook


Deployment

• Objective:

• Implement End User Training strategy

• Confirm knowledge of the project team by job function

• System cutover & go-live of system application/module

• Key Activities:

• End user checklist to verify system competency

• Confirm knowledge of the entire team by job function

• Daily meetings to review open issues for resolution

• Build/Install application in Test/Sandbox environment

• Deliverables:

• Complete go-live checklists

• Final Data Validation & Client Acceptance

• Client authorization to System Cutover


Optimization

• Objective:

• Provide additional post go live support

• Transition to Client Services and Customer Engagement Manager

• Key Activities:

• Internal Review of Configuration with Client Services

• Resolve or transition any outstanding issues

• Closeout Statement of Work (SOW)

• CampusCare/Support transition meeting

• Deliverables:

• Final Status Report

• Support Transition Document

• Project Acceptance

• Final Status Report & Invoices


Who?Project Team - Roles and Responsibilities

Project Team

Campus Management:Overall Project Support:

• Project Sponsor

• Project Manager

Implementation

• Implementation Consultants

• Technical Consultants

CMC Resources Post Implementation

• Customer Engagement Manager

• Client Services

Consortium: Overall Project Support:

• Project Sponsor/Campus Presidents

• Project Manager/Team Leads

Implementation

• Subject Matter Experts

• Admissions Recruitment & Marketing

• Student Services Support Center

Business/Technical Staff

• Business Administrator(s)

• Database Administrator(s)

• System Administrator(s)

Roles and Responsibilities – Consortium

Project Sponsor

• Provide overall project leadership at an executive level taking responsibility for key decision making and resolving any issues that may arise.

Project Manager

• Provide project leadership, key decision-making, and ensures scheduled project completion by managing timely project deliverables to CMC

Subject Matter Experts• Provide expertise in assigned area of

responsibility

• Define business processes and requirements

• Create end user documentation

• Conduct end user training

System End Users• Daily users of the software application

• Attend assigned training sessions

• Escalate issues or problems to the subject matter experts

Setting Expectations

• Provide a single point of contact for the Consortium during the software implementation and integration

• Deliver on the Vision• Defining milestones• Assigning/scheduling tasks• Assigning/scheduling resources• Measuring and reporting progress• Removing obstacles• Ensuring quality• Providing clear communication

• Monitor the project progress against the Statements of work/anticipated efficiencies

• Advise and assist the Consortium team with the implementation of the software

• Administer onsite System Configuration, Training, System Cut-over/Go-Live support

• Resolve issues during the implementation process

• Ensure the successful completion of the implementation project and transition to Client Services

What is expected of Campus Management?

Setting Expectations

• Commitment from the Top down

• Project Sponsor

• Regular communication from leadership

• Continual positive reinforcement of school goals and objectives

• Engaged Project Manager

• Engaged Project Team:• SMEs availability and commitment to the

project

• Establish Measurable Goals

• Active involvement in all phases of implementation

• Time commitment

• Quality commitment

• Availability and accessibility

• Ownership

What is expected of the Consortium?

When?High-level Tentative Project Timeline

Draft Project Plan

What’s Up Next?

• July 30th – August 24th – Business Requirements

• Sept 5th – Sept 19th – Documentation for requirements, configuration roadmap and finalized project plan

• Sept (TBD) – Data Migration Analysis

• Sept (TBD) – Oregon Coast to Portland Integration

• Oct 1st – Oct 19th Configuration for CampusNexus Student

Break!

Control?Project management

Managing the Implementation

Project Management

• Project Communication

• Project Planning and Financials Management

• Risk, Issues and Acceptance Management

• Change Management

• Expectations Management

Initiating

Planning

ExecutingMonitoring Controlling

Closing

PMI

36

• Formal Weekly Status Report

• Status Meetings− Weekly Project Manager Status Call− Weekly Project Team Status Call(s)− Quarterly Project Sponsor Review meetings − Calls will be come more frequent as Go Live(s) approach

• Project Issue/Action Items Log

• Checklists− Consortium-level:

• Configuration roadmap, including issue tracking and risk registers • Validation workbooks

• Data Conversion Issue Tracking via DCRC

Communications: Status Reporting

37

• Pre & Post Trip Reports− Trip Reports are used to communicate the activities of each week of on site

activities

− They are required for each visit

− All Trip Reports need to be signed by both Project Managers

− Pre Trip Reports are submitted before a visit and contain:• Purpose

• CMC Attendees and recommended Consortium attendees

• Trip Objectives

• Daily Agendas

• Trip Dependencies

Communications: Trip Reports

38

• Post Trip Reports are completed at the end of the visit and include:

−Determination of whether Trip Objectives were Met or Unmet

−Observations made during the visit

−Follow-up items

• Issues

• Actions

• Next Steps

−Trip Assessment by institution leads and CMC Project Manager

Communications: Trip Reports

39

• Week to Week Timeline − Flexibility

• Based on your timeline objectives• Flexibility is resource dependant• Incorporates school blackout dates and holidays

− Awareness of What’s Next• Next Week or Next Month• When specific resources are required• When Deliverables are Due• When Milestones are reached• When Implementations (Go-Live) occur

− Comprehensive Schedule• Incorporates all major activities across all areas

• Helps identify conflicting activity

Planning: Scheduling

40

• Dependencies/Considerations

−Start date

− Blackout dates

− Holidays CMC resource availability

• Onsite – 4 days per week

• Remote work time− Writing BRR documentation

− Preparing agendas, data validation documentation, training

− Data conversion

− Project management

Planning: Scheduling Considerations

41

• Financials - Budget vs. Actual− Project Plans updated weekly with actual hours

− Updated Project Plans reviewed monthly

− Compares budgeted hours/cost to actuals• By overall project

• By product work stream

• By deliverable

− Provides Billing detail for Invoice Reconciliation

• Project Efficiencies − Impacts to project budget

− Travel, actual vs. budget

Financials: Financial Reporting

42

Financials: Invoice Example

43

• Risk Management− Risks are potential issues that have not occurred, but have a high likelihood

− Weekly Status Calls and Reports discuss Project Risks

− PMs monitor and take appropriate actions to avoid risks throughout the project

− Risk Memos outline major risks that have been identified and a formal action plan is required to address them

− Any known risks at each product Go-Live will need to be signed off by both CMC and institution leads before cutover

− Initial Risk Assessment jointly completed

Risk Management

44

• Common Risks− Incomplete system configuration

− Inconsistent or missing student data

− Delay in extract data delivery

− Inadequate staffing, particularly for data validation

− Insufficient data validation

− Delay in key signoffs (BRD, SOW, Configuration, Data)

− Delay in configuration decisions

• Consortium Risks− Resource availability across colleges

− Single point of contact

Risk Management

Best Practice – Governance Structure

Executive

Leadership

Steering Committee

Project Team

Campus ManagementCustomer

Executive ManagementVP, SVP, C-Level

Project Sponsor

VP or Director

Project ManagerProject Team MembersImplementation ConsultantSolutions ArchitectData Services ProgrammerIntegration Developer

Weekly

Project Management

Deliverables Management

Status Update

Monthly

Steering Committee Meeting

Schedule, Budget, Risks, Issues

Quarterly

High Level Status MeetingExecutive ManagementPresident, CFO, CIO, VP

Jo

int E

sca

latio

n M

an

ag

em

en

t

Consortium

Project Sponsor

CIO, VP

Project ManagerSubject Matter ExpertsAdmissions / RecruitingAcademic / Student RecordsFinancial AidStudent Accounts / FinanceCareer ServicesStudent Services / HousingIT / Database Experts

Project Management

Post Implementation

What Happens Next?

• Client Services

• Customer Engagement Manager

• Learning Center

Questions

50

• Action Items− Setup weekly status calls

− Provide blackout dates to be used in Project Plan development

− Continue with Business Requirements Reviews

− Confirm resources to perform data extract

− Contract review with each college

Wrap-Up