best practice implementation
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Implementation Best Practices
EDUCAUSE ± A Survey found similarities and differences in
CFOs¶ and C IOs¶ perceptions of BestPractices
Pollyanne S Frantz, Arthur R Southerland andJames T Johnson, ERP Software ImplementationBest Practices, EQ, 25 (4), 2002
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Agenda
The ERP ImplementationImplementation Best Practices
± How they were viewed by C IO and CFO ± How we implemented them ± Effectiveness (subjective)
What is success, anyway?
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ERP Implementation
McGill University, Montreal Canada ± 30,000 students ± Research intensive
SCT Banner ± Finance June 2000 ± General Person Aug 2001
First module for Student
± HR/Payroll January 2002 ± Student
Web Registration April 2002
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Implementation Best Practices
Definition ± A best practice is what results when
qualitative comparisons are made betweensimilar organizations business practices.
OR ± A best practice is any activity that an
organization finds successful in accomplishinga task.
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Best Practice 1
Executive management shouldendorse the ERP project.
± H igh ranking by both CFO and CIO(mean above 4.6 on a 5 point scale).
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Best Practice 1
ImplementationProject Sponsors ± VPs
± Provost and VP Academic ± VP Finance ± Deputy Provost and C IOSubjective Assessment: Essential to success
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Best Practice 2
Executive management shouldremain actively involved throughout
the implementation. ± M ean ranking below 4.6 on a 5 point
scale
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Project Governance
Project Manager
Project ServicesTeam
Project Manager
HRIS/PayrollTeam
Project Manager
SISTeam
Project Manager
FISTeam
CSA FIS Policy HR Policy
SHARD
SIS Policy
CIOProject Sponsor
HRPM
PMG
Project Director
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Best Practice 3
ERP software implementationresponsibilities should be shared
between the information technologydepartment and functional areaswhere the software is being
implemented. ± H igh ranking by both CFO and CIO
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Best Practice 3
ImplementationPolicy committees involved senior
management in the implementationImplementation teams consisted of functional and IT people
Subjective Assessment: Essential
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Best Practice 4
Executive management should becognizant about the institution¶s ability toadapt to the organizational changes thatoccur when ERP software is implemented. ± H igh ranking by both CFO and CIO
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Adapting to an ERP
³Go-live´
Productivity
18 Months ?
Implementation ERP ³Shock´
Time
Benefits
3 month preparation period
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Implementation
ERP Shock Relief SIS and F IS specialists
Funded by IST, coordinated by projectmanager and training specialistHired by colleges to support Faculty
Training, liaison, advocatesSubjective evaluation: Important
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Best Practice 5
A project manager should beassigned full-time to the
implementation. ± H igh ranking by both CFO and CIO
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Best Practice 5
ImplementationThat would be me!
± An Academic with some previousexperience with projects
Subjective Assessment: Essential
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Best Practice 6
The project team composition shouldrepresent all functional areas where
the software will be implemented. ± Perceptual difference between CFOs
and CIOs
± CIOs significantly more likely to agree
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Best Practice 6
ImplementationFinance System:
± Core team of managers from Accounting
Broad consultation within the entire
financial community ± esp for CofA ± Functional specialists in Purchasing,
AP, AR, Budgeting, Grants
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Best Practice 6
ImplementationStudent System
± Managers from Admissions, Registrars,Student Records Officers from Collegesof Arts, Science, Grad Studies
± SROs used to test ³mock´ registration ± Students used for communication plans
etc.
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Best Practice 6
ImplementationHR/Payroll
± HRPMC (HR Project ManagementCommittee) met regularly.
Subjective Assessment: Essential
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Best Practice 7
Project team members¶ normal jobresponsibilities should be reassigned
to other employees for the projectduration. ± Perceptual difference between CFOs and
CIOs ± Lowest ranking by CFOs
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Best Practice 7Implementation
Temporary promotions and backfillingReplacements were trained before
Implementation startedFinance and HR systems ± Managers spent 4 days/week at Project HQ
Student System ± 100% at Project HQ
Subjective Assessment: Essential to do one or theother. Advantages/disadvantages either way.
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Best Practice 8
Employees should receive training onhow to work as a team on a project
before implementation begins. ± Perceptual difference between CFOs
and CIOs
± CIOs significantly more likely to agree
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Best Practice 8
ImplementationPartially implemented
± We did a relatively small amount of team training
± In Finance and HR we had existing
teams
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Best Practice 9
The institution should retainownership of the implementation
process. ± H igh ranking by both CFO and CIO
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Best Practice 9
ImplementationProject Definition Document
Consultants were used, but theemphasis was on skills transfer
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Best Practice 10
A separate dedicated workenvironment specifically created for
the project team aids implementation. ± Perceptual difference between CFOs and
CIOs ± CIOs significantly more likely to agree
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Best Practice 10
ImplementationProject headquarters
±Functional and technical usersbrought to a work environmentspecifically dedicated to the projectteam and to building the system.
Subjective Assessment: Essential
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Best Practice 11
All employees who will use thesoftware should receive thorough
training. ± H igh ranking by both CFO and CIO ± Perceptual difference between CFOs and
CIOs ± CIOs significantly more likely to agree
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Best Practice 11Implementation
Training room and training team (approx 6trainers ± as many as 30 at times!)
Basic Navigation course plus: ± Finance: 5 courses ± HR: 3 courses ± Student: 23 courses4,840 Employees attended 1 or more sessions As of May 2003: ± Total number of sessions: 1,166 ± Total number of attendees: 7,094
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Best Practice 11
ImplementationDetailed instructions for each and every form
Banner Help Desk ± FAQs, How-tosHands-on obligatory sessions ± You only get access to the forms for which you have
had training
Drop-in labs (bring in your real work)
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Best Practice 12
Executive management should helpemployees network with peers at
other institutions undergoing similar implementation initiatives. ± M ean ranking below 4.6 on a 5 point scale
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Best Practice 12
ImplementationUser Group Conferences
SummitActive participation
Subjective Assessment:Improves quality and efficiency of the implementation
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Best Practice 13
It is often necessary for an institutionto change its administrative
processes to fit the software. ± M ean ranking below 4.6 on a 5 point scale
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Best Practice 13
DiscussionVanilla or Vanilla with sprinkles
System must be acceptable to endusersHR, Finance more likely to changeprocesses than Student Records
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Best Practice 14
Outside consultants can facilitateimplementation efforts.
± M ean ranking below 4.6 on a 5 point scale
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Best Practice 14
ImplementationVendor Consultants for hands-on trainingof implementation team, technical teamConsultants were used to facilitate andvalidateProcess Improvement AssessmentTotal Consulting: About 4,000 hours
Subjective assessment: Essential
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Best Practice 15
Implementation information shouldbe continuously communicated to
the campus community.M ean ranking below 4.6 on a 5 point scale
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Best Practice 15
ImplementationBannerSpeak ± quarterly newsletter Website
Information sessions before each go-liveInformation reports to Deans, SenateCommittee on Student Affairs, Senate
Committee on Information Systems, Computer Users Committee
Subjective Assessment: Essential
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Best Practice 16
Conversion of data from the old softwaresystem to the new should begin early inthe implementation process. ± M ean ranking below 4.6 on a 5 point scale ± Lowest ranking by CIOs
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Best Practice 16
ImplementationFor student system: ± Converted all electronic ³person record´ ±
450,000 records ± Converted all electronic Student records -
250,000Financial data was partially convertedHR Legacy system ( a relatively newsystem) was converted.
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What is success, anyway?
Possible DefinitionSuccess is realizing your vision.
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What is success, anyway?We stated our vision in a Project Definition Document in1999:Our vision is of a McGill in which the constituents -faculty, students and support staff, have direct access tosecure data, and the means to accomplish certainadministrative tasks. Thus students and staff wouldmaintain the appropriate parts of their own recordsdirectly. Students, for example, would apply to McGill,be able to track their applications, register for their
courses, request student aid, examine their records, viaa form of universal access such as the Web. Academicstaff would receive course rolls, submit marks, andreceive support for academic advising via the Web.
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What is success, anyway?
Possible criteria ± On time, on budget
Only if the scope doesn¶t change!Only if Technology doesn¶t change!
± Are all end users happyUnthinkable at an Institution where criticalthinking is valued
± Are they using the system?If yes, the implementation is a success!
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Banner Stats
Cumulative Client User Logins: 1,165,323Distinct Client Users : 2,695Current client logins (11:00 Monday): 492Distinct Web Users: 78,891Distinct student registrations: 46,882Cumulative course registrations: 380,779
Current web logins (11:25 EST): 269
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Questions