Fiscal Administrators

October 14, 2020

2

Fiscal Administrators | What We Heard & Today’s Agenda

Topic Comments Heard Today’s Agenda Item / ObjectiveTarget

Time

Announcements • N/A• Request Form Update

5 min

Project Overview • NA • Project Timeline – Where Are We?

New Implementation Stage • When can we see the system?

• Configure & Prototype overview / expectations for this

stage of Implementation Phase

• Activity: Potential questions from stakeholders in your

area

15 min

Change Leaders • NA

• Change Leader Engagement Strategy

• Change Leaders by Area

• Activity: Stakeholders in my Area

20 min

Other Business and Wrap Up • N/A • Questions 5 min

3

Request Form Change – Andrew Bedotto

4

Project Overview

5

StabilizationSupportDeploy

Project Overview | What Should I Expect When?

Imagine Deliver Run

TestConfig & Prototype ArchitectPlan

Architect: Building the Model

• Expect: The team starts establishing

implementation; requirement gathering

sessions begin, known as Architect sessions.

• Involvement: The team displays Workday

functionality during the Architect sessions

and gathers requirements. Architect

sessions cover a variety of topics and

include 20-30 team members from

Functional, Technical and Change

Management areas from across Grounds

for each sessions. Focus groups that take

place after the Architect sessions help

refine.

Configure & Prototype: Walking through the Tenant

• Expect: The requirements we gathered are now validated and UVA’s initial tenant is built. The

team creates training plans based upon what we know from Architect sessions.

• Involvement: Participate in interactive walkthrough of processes; the team gathers feedback on

issues and opportunities from staff to enhance the system.

Test: How Does Workday function at UVA?

• Expect: The team starts end-to-end testing in the Workday Tenant. Initial training materials may

also be distributed during this time.

• Involvement: You may be asked to help test UVA’s Workday Financials or to evaluate how

ready you think you and your unit are to go live with Workday Financials.

Deploy: Workday Goes Live!

• Expect: Training as we prepare to transition to Workday Finance.

• Involvement: Once Workday goes “live”, we will ask for everyone’s active involvement in

training as UVA staff and faculty acclimate to new workflows and processes. We’ll depend on

our Advisory Group members to help us know what is working – and what needs to be tweaked.

Support & Stabilization:

The New Normal

• Expect: With the system

live, we are making the

small process changes

necessary for Workday to

be effective for all users.

• Involvement: Keep us

apprised of challenges

you encounter, as well as

continuous improvement

opportunities.

Plan: Preparing for Phase 3

• Expect: Behind-the-scenes work: hiring,

planning to implementing.

• Involvement: The team is putting the

foundation in place!

We’re

Here

2020 2021 2022

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Go-Live

6

DRAFTNew Implementation Stage | Configuration and Prototype

What to expect in Configuration and Prototype:

• Over the past few months, we have been meeting in teams with various

groups and cataloging their requirements

• We have built a design (Configuration #1) around current requirements.

This will serve as a starting point to guide the build.

• In C&P, we will update and change on the initial design, setting a

foundation for future iterations

What is needed of the UVa team:

• Validate Configuration #1

• Ensure build from the cycle meets requirements of daily work

• Start to become knowledgeable on relevant functional areas of

Workday

7

New Implementation Stage

8

New Implementation Stage | Configure & Prototype Overview

Personas

Construct

Customer

Confirmation

Sessions

Sprint Review

Configure &

Develop

The objective of this stage of the deployment is to complete the configuration of the Workday application,

integrations, and reports and prepare the tenant for the Test Phase.

Input

Change

Impacts

Process

Workflows

User Stories

Output

Test Scenarios

End-to-End

TenantData

Reports

Integrations

9

2020 2021

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug

New Implementation Stage| Timeline DRAFT

Configure & Prototype – 10m Architect – 8m Holid

ay B

reak

Th

an

ksg

ivin

g

C1 BuildFunctional Team

Technical Team Conversions

C2 Build

Integrations Build

Report Build

E2E Build

• Baseline configuration and FDM

• First cut of Business Processes• Iterate on configuration and business processes

• Add integrations and reporting

• Conversion subset

Define FDM

Default

Mapping Rules Develop FDM mapping tool COA to FDM mapping by Units (through 3/15/2022)

Customer

Confirmation

Sessions – C1

Sprint 1.1 Sprint 2.1 Sprint 2.2Sprint 1.2

Customer

Confirmation

Sessions – C2

Sprint

1.0

10

DRAFTNew Implementation Stage | Potential Questions

11

Change Leaders

12

Advisory

Group

Change

Leader

Professional

Development

Advisory Group

Change Leader

Change Leader

ToolkitChange Partner

Professional Development will be provided at

monthly Advisory Group meeting on change

leadership principles. The OCM team will be

customizing content and facilitating learning

activities for these sessions*

A Change Leader Toolkit will be

created containing the content from

professional development and

specific tools/activities to be

completed by the change leader.

A Change Partner from OCM will be

meeting monthly with change leaders.

The change partner will assist the

change leader in completing

assignments from the toolkit.

Change Leaders | Engagement Strategy

13

• AR - Lisa Benton, School of Architecture

• AS - John Mastrandea, College of Arts and Sciences

• AT - Sarah May, Athletics

• AT - Erica Perkins, IM-Recreation

• BA - Charles Rush, Batten School

• BU - Melissa Clarke, Business Operations

• BU - Andy Mansfield, Business Operations

• CO - Ivan Bari, Human Resources

• CO - Mary Brackett, Organizational Excellence

• CO - Megan Lowe, Office of the Executive Vice President and Chief Operating Officer

• CO - Ana Lynch, Office of the Executive Vice President and Chief Operating Officer

• CO - Reid Thompson, Organizational Excellence

• CO - Scott Willis, Human Resources

• CP - Sue Herod, School of Continuing and Professional Studies

• CU - Phil Paulick, Curry School

• CU - Christopher Peper, Curry School

• DA - Beth Van Hook , Darden

• DS - Diane Wendelken, Data Science School

• DV - Marianne Harrison, Advancement

• DV - Michael May, Advancement

• EN – Kim Gregg

• FI - Jennifer Nicole Hale, Finance

• FI - Brian Logwood, Finance

• FI - Julie Richardson, Finance

• FM – Jason Davis, Facilities Management

• HS - Kimberly Holdren, UVA Health System

• HS - David Key, UVA Medical Center

• IT - Carol Temerson, IT

• IT - Teresa Wimmer, IT

• LB - Chip German, Library

• LB - Susan Neal, Library

• LB - Barbara Paschke, Library

• LW - Troy Dunaway, Law School

• MC - Rob Tharpe, McIntire

• MD - Kyle Bowman, School of Medicine

• MD - Kerrie Faust, UVA Health System

• OP - Penny Cabaniss, Operations

• PR - Samantha Jane Anderson Jackson, University of Virginia Press

• PR - Missy Brads, Office of the President

• PR – Jen Starkey, Miller Center

• PR - Justina Duncan, Office of the President

• PR - Gary Nimax, Compliance

• PR - Philip Stavropoulos, Audit

• PR - Caroline Walters, Records Management

• PV - Ashley Bagby, IRA/UBI

• PV - Eduardo Lorente, Office of the Executive Vice President and Provost

• PV - Scott Newman, IRA/UBI

• PV - Michael Phillips, Weldon Cooper Center for Public Service

• RS - Urmila Bajaj, Research & Public Service

• RS - Jeffrey Blank, Research & Public Service

• RS - Kelly Hochstetler, Research and Public Service

• RS - Anjula Joseph, Research & Public Service

• SA - Wayland Bryan, Student Affairs

• UPG - Marc Rickabaugh, University Physicians Group

• WS - Kristy Robertson, College at Wise

• WS - Heather Wilson, College at Wise

Change Leaders | Advisory Group Members

14

Change Leaders | Key Stakeholders

Create a list of key

individuals/groups in your area

who will be affected by FST

15

Other Business and Wrap Up

16

Appendix

17

Appendix | RAPID Description

RAPID Roles Names of Individuals or Entities

Recommend FST Program Leadership

Agree (Veto)

Tier 1: Co-Chairs / Functional Owner(s)

(depending on the type of decision)

Tier 2: Workstream Lead(s)

Perform FST Project Team

Input

FST Steering Committee

FST Advisory Group

UVA Fiscal Administrators

DecideTier 1: Exec Committee/Leadership Council

Tier 2: Functional Owner(s)

RAPID Logo to be used in communications

18

Appendix | Decision Making Framework

While RAPID roles should be defined for all decisions, documentation only required for Tier 1 and 2.

Does the decision impact one or more of the following:

SCOPE

Impacts the scope outlined in SOW and is a candidate for a change order

BUDGET

Changes the budget of the project, e.g., needs additional resourcing

IMPACT TO STAKEHOLDERS

Impacts a large group of stakeholders or has high impact on current functionality

SCHEDULE

Changes the schedule of the project go-live date or milestone

Does the decision maker,

e.g., Functional Owner,

want to get formal input

from advisory entities in

order to make a decision?

YES

NO NO

TIER 1 DECISIONS

Requires RAPID documentation

Decide: Executive Committee/Leadership Council

(decision dependent)

Agree: Co-Chairs or Functional Owner(s)

Input: Advisory Entities

Recommend: Workstream Leads

TIER 2 DECISIONS

Requires RAPID documentation

Decide: Functional Owner

Agree: Workstream Leads (decision dependent)

Input: Advisory Entities

Recommend: Workstream Leads

TIER 3 DECISIONS

Does not require RAPID documentation

Decide: Functional Owner or Workstream Lead(s)

Input: Business Process Owner

Recommend: Team Leads

POLICY

Creates a new UVA Finance policy or involves change to existing policy

YES

19

Appendix | Functional Decisions

Decisions will be made by the project team, when possible. However, should there be a functional

decision that requires escalation, the following proposed governance structure will be utilized.

Makes the decisionRecommend, Input, or Agree1

Tier 1 Decisions

Tier 2 Decisions

Tier 3 Decisions

Executive

CommitteeLeadership Council

Functional

Owners2

Functional OwnersSteering

Committee

Advisory Group

Fiscal

Administrators

Workstream Leads

Steering

Committee

Advisory Group

Fiscal

Administrators

Workstream Leads

Functional Owners

1. Other advisory stakeholder groups may be leveraged to solicit feedback and advisory guidance based on the topic at hand

2. An individual’s role at the University supersedes one’s project role in determining decision-making authority

Workstream LeadsBusiness Process

Owners