how to implement an erp and still remain friends...full workday hcm suite (hcm core, compensation,...

How to implement an ERP and still remain friendsCleveland Metropolitan School District & Navigator Management Partners

February 6, 2018

ERP – Acronym that will Change a CIO (Career is Over)

3 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools

Introductions

Tim OberschlakeManaging Director Cleveland Office

Navigator

Rod HoupeChief Information OfficerCleveland Metropolitan

School District


Agenda

Begin with the End in Mind

Manage the Change

Active Governance

Other Lessons Learned

Proactive Project

Management

6 Exceptional consultants. Sustainable results.Great Teachers – Great Leaders – Great Schools10

▪ Align on Expectations

▪ Define Scope

▪ Define Benefits

▪ Clear Roadmap

▪ Stakeholder Consensus


"[Navigator] amasses a great deal of knowledge down to the detail level, but also thinks and plans strategically. [Navigator] always focuses on the best business and organizational outcomes"

-- Associate Vice President, Office Human Resources, The Ohio State University


Manage the Change

Active Governance


Proactive Project

Management


Align on Expectations

What problems were we trying to solve?Cleveland Metropolitan Schools has committed to transforming the school district by investing in the CMSD central office to:

• Provide targeted services that are effective and efficient for schools to focus on education and learning

• Ensure that the district hires and retains the best available talent• Efficiently and effectively manage limited resources• Provide best practices and continuous improvement to CMSD support services• Enhance community perception of CMSD• Comply with Federal, State, and Local laws, regulations, policies and guidelines • Support school autonomy

What was our vision for success?The CMSD Workday program will achieve increased operational effectiveness and efficiencies in business processes enabling focused education and learning with flexibility to support future 21st century school initiatives

9 Strategic Imperatives 42 Program Objectives 67 Measurable Success Factors

Strategic Intents

Program Objectives

Success Factors


Define Scope

Full Suite Workday Implementation (HCM & Finance) with 71 system integrations


Define Benefits

Ability to Focus on Teaching and Learning

• Current, Efficient & Effective Processes

• Workflow Automation

• User Friendly

Breaking Down Silos to Improve Customer Experience

• Integrated Systems: HR, Payroll, Finance & Procurement

• Promotes Collaboration

• Improves Employee Self Service capabilities

Performance-Based Accountability

• Data based decisions

• Flexible, user- friendly analytics & reporting

• Single source of accurate and differentiated data

Aligns with The Cleveland Plan

• Enables Central Office to focus on key support and governance roles

• Data transparency throughout the district

• Timely information aids in school autonomy

Fully Supported

• Shift from technology support to academic enablement

• Cloud solution

• Systems stay current


Clear Roadmap

2015 2016

Jul - Sept Oct - Dec Jan - Mar Apr - June Jul - Sept Oct - Dec

2017

Jan - Mar Apr - Jun

Full Workday HCM Suite(HCM Core, Compensation, Talent, Benefits,

Recruiting, Payroll, Time Tracking, and Absence) Trai

nin

g

Go Live Dec 17, 2016

Full Workday Financial Suite(Finance Core, Assets, Cash Management, Cust Accounts,

Expenses, Financial Accounts, Grants, Procurement, Projects, Suppliers, and Supplier Accounts)

Trai

nin

g

Go Live July 1, 2017

Program Alignment


Stakeholder Consensus

“I can live with it and support it.”


▪ Change Realities

▪ The Work of Managing Change

▪ Impact of Culture

▪ Adopt Workday Best Practices

Managing the Change


Manage the Change

Active Governance


Proactive Project

Management


Change Realities

OCM “Does”… OCM “Does Not”…

Focus on managing the “people” side of change

Use a framework for managing the effect of change

Leverage research on best practices and lessons learned

Minimizes resistance and performance dip

Eliminate resistance

Remove the ‘implementation’ dip


Change Realities

Normal and Expected Emotional Rollercoaster of a Major Change Initiative


Communications

Marketed the change, encouraging 2-way dialogue to reduce

resistance and barriers to the change

The Work of Managing Change

Change Alignment & Readiness Monitoring

Assessed what’s changing, how big is it, who is impacted Created change strategy, change plan and communication plan Aligned change plans with overall project management plans Prepared the Change Team Monitored metrics & feedback channels Assessed ‘how’ stakeholders were impacted throughout the project

Change Network

Engaged & equipped leaders (at all levels) around a common vision to lead the

change

Training & Knowledge Transfer

Equipped stakeholders with knowledge & skills to perform in their future state


Understanding Your Needs

Impact of Culture“Culture Eats Strategy for Breakfast”

-Peter Drucker


Adopt Workday Best Practices

Configure Customize

• Be open to change and resist the following:• We’ve been doing it this way for 25 years• It won’t work at our district • It needs further investigation• It’s too much trouble to change• Our district is different• You can’t teach an old dog new tricks• I don’t like it• The regulations say … (show me)• We’re not ready to do something different


▪ Program Team Structure

▪ Active Leadership Engagement

Active Governance


Manage the Change

Active Governance


Proactive Project

Management


Program Team Structure


Active Leadership Engagement

36% 40%

73%

85%

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10%

20%

30%

40%

50%

60%

70%

80%

90%

Sponsor was veryineffective (average

score < 2)

Sponsor wasineffective (average

score between 2 and3)

Sponsor was effective(average score

between 3 and 4)

Sponsor was veryeffective (average

score between 4 and5)

Correlation of sponsor effectiveness to

meeting project objectives

Sponsor effective rating average

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© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report


▪ Cloud Implementation Impacts

▪ Effective use of Project Metrics

▪ Comprehensive Testing

▪ Organize for Long-Term Success

Proactive Project Management


Manage the Change

Active Governance


Proactive Project

Management


Cloud Implementation Impacts


Cloud Implementation Impacts

• Review project scope

• Develop project work plan

• Define project team roles and responsibilities

• Define communication plan

• Initial Prototype (P0)

• Financial Data Model

• Project Kick-off

• Current Business Practice Discovery

• Conceptual Design Sessions

• Detailed Business Process Design

• Solution/Gap Analysis

• Update Project Charter & Plan

• Document design decisions

• Configuration Prototype (P1)

• Develop Reports & Integrations

• Communicate Tenant Strategy

• Develop Testing & Training Strategy

• Final Configuration Prototype (P2) & Full Data Conversion

• End to End Testing

• Prototype 3 (P3)

• User Acceptance Testing

• Parallel Testing

• Smoke Test for each Tenant

• Training and Roll-Out

• Gold Tenant

• Production Data Conversion & Configuration

• Go-Live Checklist

• Transition to Production Services

• Project Close

TestConfigure

&Prototype

DeployArchitectPlan

Education & Training

Delivery Assurance

Customer Success


Effective use of Project Metrics

Steering Committee Program Dashboard• Schedule Performance Index (SPI)

• Cost Performance Index (CPI)

• One Page Summary of Program Status

Finance Procurement Milestones Status Baseline Forecast

Complete / Test all scenarios 11/30/2016 12/23/2016

Unit Test Defect Resolutions (90% Pass Rate) 9/23/2016 1/20/2017

Integration Development & Unit Testing 1/4/2017 1/4/2017

Data Conversions 1/19/2017 1/27/2017

End-to-End Testing Preparation 1/20/2017 1/27/2017

End-to-End Testing 2/16/2017 2/24/2017

Accomplishments Program

Ongoing program governance meetings – Steering Committee

Project team communication meetings

Accomplishments HCM Payroll

Completed integration testing for benefit integrations

Completed deployment planning

Began executing go-live communication plan

HCM Payroll Go-Live

Started Post Production Support

Accomplishments Finance Procurement

Continued to document and test all functional test scenarios – 95% complete

Continued Unit Testing defect resolution process – 63% complete

Completed integration development and testing

Vision Statement

The CMSD Workday program will achieve increased

operational effectiveness and efficiencies in business

processes enabling focused teaching and learning with

flexibility to support future 21st century school initiatives

High Level Plan

December 2016 CMSD Workday Program Status Report

Risks

• Legacy Data – Workday data quality limited by legacy data quality

• Union Contracts – Ongoing negotiation impacts on Workday configurations

• Resource availability – Key resources are being pulled in multiple directions

• Scope creep – Changes to established scope must be managed

• Process changes – Using updated workday processes in lieu of known practices

• Testing – District test lead/coordinator, testing preparation, and testing executionLegend

On Schedule Late

At Risk Complete

CPI ($363K)

Inefficient Efficient

SPI (-2 days)

Project Late Project Early

0.99 1.04

Next Steps HCM Payroll

Continue Post Production Support

Continue executing go-live communication plan

Begin transitioning support to CMSD personnel

Next Steps Finance Procurement

Complete documentation of all test scenarios

Complete the testing of all test scenarios

Complete unit testing defect resolution process (90% pass rate)

Complete preparation for end-to-end testing

Define and link all business processes / test scenarios

Document end-to-end test scenarios

Define and schedule test cycles

Begin end-to-end testing

Trend

Current Phase Workday Milestones – System Selection and Program Alignment

HCM Payroll Milestones Status Baseline Forecast

ESS Training 12/9/2016 12/9/2016

Gold Build 12/9/2016 12/9/2016

HCM Payroll Go-Live 12/17/2016 12/17/2016

Post Production Support 1/27/2017 1/27/2017

Phase Start: 12/10/2016

Phase End: 5/12/2017

Days Remaining: 132

Project Start: 7/7/2014

Project End: 9/30/2017

Days Remaining: 273

Phase Start: 11/26/2016

Phase End: 1/12/2017

Days Remaining: 12

FY2016 FY2017 FY2018

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Program Alignment

HCM & Payroll

General Ledger Phase 1

Finance & Procurement

Control and Monitor

CMSD Workday Program


Comprehensive Testing


Organize for Long Term Success

Program/Project Manager

Workday Future Project Management Structure

Project Organization – group changes into logical implementation projects

Project Roadmap – project scheduling Project Management – Manage project work Testing Coordination – Test planning /

scheduling

Change Manager

Stakeholder Engagement Communications / Building Project Awareness Project training updates User Acceptance Testing

Workday Payroll Functional Lead

Workday Procurement

Functional Lead

Workday Talent Functional Lead

Workday Finance Functional Lead

Reporting Analyst

Integration Analyst

Security Analyst

Workday Support Roles will have operational and project responsibilities

Certified WorkdayPayroll

Consultant

Certified Workday

Procurement Consultant

Certified Workday

HCM Consultant

Certified WorkdayFinancial

Consultant

Certified consultants used for the following roles Backfill for functional area specialist roles Life line for functional area specialists

Impact Assessments Complex functional configurations (projects)

Note – specific project roles will vary based upon specific project requirements


▪ Functional versus Technical Ownership

▪ Understand your Business Processes

▪ HCM Payroll Business Processes

▪ Finance Procurement Business Processes

▪ Test, Test, and then Test again

▪ Use/Validate Training Materials during Testing

▪ Cross Functional Collaboration



Manage the Change

Active Governance


Proactive Project

Management

Future StateFinance & ProcurementBusiness ProcessesAs of May 3, 2017

Step 1: Financial Controls Step 2:

Procure

Step 3:Pay

Step 5:Report

Step 4:Settle

The following are Finance setup business processes that provide financial controls for other business processes • Financial Data Model• Budget Development (E)• Budget Structure Config (E)• Grant & Award Setup• Budget Load• Budget Approval • Create a Position (HCM)• Supplier Setup• Supplier Maintenance• Project Setup• Project Maintenance• Customer Contract• Customer Setup• Board Resolutions (E)

The following are employee or vendor facing business processes that capture or update financial business process setups• Budget Amendment• Supplier Portal• Supplier Request• Supplier Change Request

CMSD Responsible Groups:• Budgets & Grants• Procurement• Cash Management, Accounts

Receivable, & Financial Reporting

• Accounts Payable• Office of the CFO

The following are Procurement business processes executed by members of the Procurement team• Budget Check• Issue Purchase Order• Close Purchase Order• Request for Quote• Invitation to Bid (E)• Request for Proposal (E)• Internal Service Delivery• Track Assets

The following Procurement Processes are employee facing business processes• Requisitions• Purchase Order• Cancel Purchase Order• Edit Purchase Order• Change Order• Supplier Contract• Cancel Supplier Contract• Edit Supplier Contract• Amend Supplier Contract• Receiving • Return• Internal Service Order• Internal Service Delivery• Spend Authorization



• Accounts Payable

The following are Finance facing pay business processes.• Ad Hoc Payments• Supplier Invoices• Payroll Supplier Payments• Garnishment Remittance• Matching

Pay processes are dependent upon the following employee business processes.• Expense Report




The following are Finance facing business processes• Time & Effort Reporting• Grants Record Keeping (E)• Journal Entries• Period Close• Year End Close• Financial Reporting

• Budgets & Grants• Procurement• Accounts Payable• Internal Audit

The following can also be employee facing business processes• Financial Reporting



• Accounts Payable• Internal Audit

The following are Finance facing settlement business processes• Asset Disposal• Customer Invoicing• Receive Money• Deposits• Customer Refund• Customer Statement• Load Credit Transactions• Spend Amortization• Bank Reconciliation• Investments (E)• Self Insurance (E)• Debt Management (E)• Settlement




IT Enterprise Applications will support CMSD functional teams by providing ongoing project management and change management services as well as technical assistance with complex functional configurations, security configuration updates, and complex reporting.

Items marked with an (E) are business processes completed outside of Workday

29

Future StateHCM & Payroll Business Processes

Step 1: Recruiting and Position Control

Step 2:Onboarding & Talent Management

Step 3:Time and Leave

Step 5:Payroll

Step 4:Benefits, Performance and Comp

Recruiting and Position Control processes are dependent on the following manager facing business processes.• Create Job Requisition• Edit Job Requisition• Transfer Employee• Job Change• Promote Employee

The following are Talent facing recruiting business processes.• Evergreen Requisition• Freeze Job Requisition• Close Job Requisition• Create a position• Edit a position• Job Postings• Application Process• Assess Candidates• Interview Process• Create a pre-hire• Create Offer• Hire a pre-hire • Add Additional Job• Assign Roles

CMSD Responsible Groups:• Talent Acquisition• Finance

Onboarding & Talent Management processes are dependent on the following employee facing business processes.• EE Profile Changes• Submit EE Resignation• Delegate Tasks

The following are Talent facing onboarding and talent management business processes.• Onboarding• Background Checks• Licensing• EE Contracts• Health and Safety• Terminate Employee• Add Retirement Status

CMSD Responsible Groups:• Talent Management• Labor and Employment

Time and leave processes are dependent on the following employee facing business processes.• Request LOA• Request LOA Return• Request Time Off• Correct Time Off• Balance Visibility• Enter Time• Approve Time

The following are Talent / Payroll facing time and leave business processes.• Time Off Plans• Carryover Balances• Accrual Calculations• Termination Payout• TT Eligibility Rules• Work Schedules• Holiday Calendars• Assign Pay Groups

CMSD Responsible Groups:• Labor and Employment• Payroll

The following Payroll processes generate results that are employee facing• Print Checks• Print Payslips

The following are Payroll facing business processes.• Earning Codes• Enter Employee Data• Payroll Deductions• Garnishments• Review Payroll Results• 10 Month Employees• Pay Calendars• Run Pay Calculation• Off-cycle Events• Retro Payments• Create Settlement for Pay Groups• Settlement Runs• Review Check Register• Review Direct Deposit Register• Review ACH File• Complete Payroll

CMSD Responsible Groups:• Payroll

Benefits, Performance, and Compensation are dependent on the following employee facing business processes.• Open Enrollment• Process Life Event• Enroll Dependent• Beneficiary Add, Edit, or

Update• Create Goals• Get Feedback• Request Comp Change• Request One Time Pay

The following are Talent facing benefits, performance, and compensation business processes.• Terminate Benefits• COBRA• Retirement Savings Updates• Launch Performance Review• Add Reviewer• Calibration• Rating Defaulting• Print Schedule• Update Union Dues• Salary Plans• Job Profile Edits

CMSD Responsible Groups:• Talent Operations• Talent Impact


Q&A

Roderick [email protected](216) 838-0403

Tim [email protected]@clevelandmetroschools.org(234) 521-8648

mailto:[email protected]



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