Key Success Factors and Lessons Learned Queen s University

Key Success Factors and Lessons Learned Queen’s University Administrative Systems Replacement Project Jim Carse | QUASR Program Director Brian Mc. Kenna | Deloitte Project Director June 12, 2012 Photo Credit: Greg Black/Queen’s University

Our Challenges and Risks The problem of … Aged administrative systems Seriously limited … The delivery of services And compromised … Support for our academic mission Photo Credit: Paul Kehrer The solution was … Administrative systems replacement Which benefits … Stakeholders across the Queen’s community And enhances … The academic experience at Queen’s

Our Quest We needed to enhance service delivery by: ü Replacing aged legacy systems ü Integrating solutions across departments ü Increasing system functionality ü Improving administrative processes ü Building ongoing support capacities ü Reducing and managing risks Photo Credit: Paul Kehrer

Our Opportunity ü Supporting the University’s academic mission Redesigning processes Reducing risks Integrating systems ü Improving service delivery Photo Credits: stock. xchng

Timeline and Scope Board approval was received in December 2008. 2010 2009 Finance Research 2011 Online Procurement, Travel & Expense GL, Payables, Procurement (implementation dates TBD) Research Administration Research Accounting TRAQ – Active Project Human Resources Student Core, Benefits, Payroll, T&L Admission, Financial Aid Student Records, Student Financials, Academic Advisement

Timeline and Scope QUASR Timeline and Scope: Timeline January 1 st 2009 – April 30 th, 2012 40 Months Oracle/People. Soft Applications Implemented Legacy Applications Decommissioned Administrative Systems Hardware, Technology & Tools 3 Applications, 26 Modules 23 Legacy Applications 100% Replaced Scope Timeline and Scope Observations: 46 specific applications were either implemented or decommissioned in the 40 month QUASR term – over one application per month.

Governance ü Senior sponsorship and engagement on Executive Steering Committee ü Advisory teams of key stakeholders, mirror structure of project teams Key challenge Well-defined decision making authority, with decisions formalized in writing

Organization and Team Structure QUASR Program Management Shared Project Support Communications & Change Management Finance / Research Accounting Training Human Resources Student Information Technology Security IT - RICE

Organization and Team Structure Challenge ü 5 QUASR Project Teams o Finance, Student, Human Resources, Information Technology, Change Management ü 7 QUASR Committees o Governance and Project Advisory Teams ü 200+ Core Team Members o Various Queen’s University Departments, System Integrator Practices & Subcontractors ü Decentralized Legacy Administrative Support Structure

Deloitte Total Campus™ Implementation Methodology Phase / Stream Project Management System Implementation Change Management Technical Business Process Security Planning & Scope Structure Configure Deploy Post Implementation

Deloitte Total Campus™ Implementation Methodology Phase/Stream Planning & Scoping Structure Configure Scoping and Planning Workshops Project Charter Post Implementation Project Office Project Team Training Schedule Project Management Deploy Project Management and Planning Quality Assurance Post Implementation QA Review High Level Design Conference Room Plot User Acceptance Test Configuration Workshops and Workbooks Stress Testing Application Testing End to End and Parallel Testing Configuration Scoping End User Training Plan System Implementation End User Training Materials Training of College / University Resources Data Conversion Scoping End User Training End User Support and Application Management Cut Over Plan Data Conversion Strategy Conversion Mapping Conversion Testing Interface Scoping Interface Strategy Interface Mapping Interface Testing Corporate Strategy Reporting People. Soft Reporting Strategy Design Reports Test Reports Business Process Scope Change Management Change Readiness Assessment Leadership Alignment Business Process Redesign Business Process Training Communication Plan Deployment and Training Program Level Change Framework Leadership Alignment Change Risk Mitigation Monitor and Sustain Change Frontline Change Leadership Application Architecture Technical PS Install and Certification Application Management Hardware Architecture Install H/W and O/S Hardware Performance Monitoring and Tuning Network Architecture Network Enhancements Network Performance Monitoring and Tuning Resource Planning Training of University Resources Manage and Execute Conversion, Interface and Reporting Work Load Develop Business Process Integrity Techniques Process and System Integrity Assessment and Strategy Develop IT Integrity Techniques Configure Development Security Design Production Security Business Process Integrity Testing Business Process Monitoring IT Integrity Testing IT Integrity Monitoring Configure and test Production Security Application Security Monitoring

QUASR Strategy and Standards Challenge ü 5 QUASR Project Teams ü 7 QUASR Committees ü 200+ Core Team Members ü Decentralized Legacy Administrative Support Structure

QUASR Strategy and Standards Opportunity to Standardize ü Improve Workflow ü Increase Productivity ü Enhance Quality ü Standardize Work Products ü Capture and Protect Intellectual Property

QUASR Strategy and Standards ü Training & Change Management o Training Strategy o Communication Strategy o Knowledge Transfer Strategy ü Security o Application Security Strategy o Operating System and Database Security Strategy o People. Soft Access Provisioning & De-Provisioning Standards

QUASR Strategy and Standards ü Instance Management & Object Migrations o Instance Strategy o Migration Strategy ü Data Conversions & External Interfaces o Interface Strategy & Design Template o Conversion Strategy & Design Template ü Application Maintenance, Enhancements and Testing o o Enhancement Strategy & Design Template Testing Strategy Application Maintenance Strategy & Plan Reporting Strategy

Sharing of QUASR Intellectual Property QUASR / Deloitte IP ü Queen’s University o o Resource Plans Positions Descriptions Status Reports Etc. ü Deloitte IP o o Strategy Documents Training Plans Organizational impact Assessment Etc. ü Deloitte Restricted IP o o Configuration Documentation Program Design Cutover Plans Etc.

Change Management Create a Climate for Change Engage and Enable the Organization Implement and Sustain Transformation 1. Increase Urgency 2. Build Guiding Teams 3. Get the Right Vision 4. Communicate for Buy In 5. Enable Action 6. Create Short-Term Wins 7. Don’t Let Up 8. Make It Stick

Budget Management ü 45 Change Requests ü 25 Allocation Requests Actual Expenses by Category: Consulting Services (60. 8%) Internal Staffing (15%) Software & Technology (16. 6%) Other (7. 6%): Internal Staffing (15%) Consulting Services (60. 8%) - Project Office Costs - Core Team Training - Hardware - Miscellaneous

Risk Management Active Risk Mitigation ü Risk Register Tracking ü Risk Assessment and Mitigation Plans ü 19 Quality Assurance Reports / Reviews ü 16 Board of Trustees Reports / Updates ü Risk Review Standing Agenda Item for Governance

Initial Challenges - Student Key challenge Planning for change in advance ü Size and complexity of Student implementation ü Policy change to GPA significant – done well in advance Photo Credit: stock. xchng

Initial Challenges - Finance ü Pros and cons to being first – sets tone and expectations for remainder of project ü Difficult but critical to get structure of Chart of Accounts right ü Significant turnover of Finance leadership highlighted the need for engagement and alignment with business office Key challenge Structure of Chart of Accounts

Initial Challenges – Human Resources ü Data conversion challenging ü Change brings focus on consistency of HR practices Key challenge Managing anxiety surrounding payroll transition Photo Credit: Microsoft Clipart

Initial Challenges - IT ü Talent search – competitive market for specialized skill sets ü Competing demands on time across multiple streams Image Credit: stock. xchng/ Dominik Gwarek Key Challenge Recruiting and retaining skilled employees

Initial Challenges – People. Soft Sustainment ü Coordinating in a decentralized environment ü Negotiating budget, talent and timelines Photo Credit: stock. xchng Key Challenge Balancing competing demands between implementation and sustainment responsibilities until project is complete

Sustainment Planning and Organization

Lessons Learned

Top 8 Lessons Learned Reporting must be a key system deliverable. Credit: Microsoft Clipart

Top 8 Lessons Learned Post-implementation support (expertise and budget) is a critical success factor. Credit: Microsoft Clipart

Top 8 Lessons Learned Knowledge transfer is key – staff must know what the consultants know. Credit: Microsoft Clipart

Top 8 Lessons Learned Commit the right staff resources to the project. Credit: Microsoft Clipart

Top 8 Lessons Learned New systems require operational process changes – map out what these might look like. Credit: Microsoft Clipart

Top 8 Lessons Learned Post-implementation begins at the same time the project begins. Credit: Microsoft Clipart

Top 8 Lessons Learned Set realistic user expectations – anticipate the trough of despair. Credit: Microsoft Clipart

Top 8 Lessons Learned Focus on the important tasks and priorities required for goal achievement. Credit: Microsoft Clipart

3 Critical Success Factors 1. Effective Change Management 2. Effective leadership and governance of the project 3. Proactive user engagement throughout the lifecycle of the project Photo Credit: Microsoft Clipart

Q&A We welcome your questions. . . Photo Credit: Flickr – Horia Varlan

Recap ü Engage early and often ü Plan for support ü It’s a people process – with lots of change Photo Credit: Greg Black/Queen’s University

Future Projects ü Complete Information Systems Architecture Diagrams ü Establish a Project Portfolio Office (PMO) o Internal IT Projects • Tools & Infrastructure o Business Prioritized Projects • Applications Extension & Upgrades o Enterprise Information Management Projects

Contact Information Jim Carse – QUASR Program Director jim. carse@queensu. ca