Administrative Systems Modernization Program (ASMP 2.0) Program Charter

Transcription

1 Administrative Systems Modernization Program (ASMP 2.0) P1 Program Charter

2 Document Control Information Document Information Document Number Document Name Document Definition P1 Program Charter The project charter reflects the scope, objectives, and overall approach for the work to be completed including the program governance model and operation. Project Name Administrative Systems Modernization Program (ASMP 2.0) Client Document Author University of Texas at Austin IBM Document Version 1.10 Document Status In Review Document Due Date 8/15/2014 Document Reviewers (Records of each required reviewer must be maintained) Date Name Organization/Title Comments 08/01/2014 Kristi Bradford PMO Lead See Deliverable Feedback Form (DFF) in SharePoint 08/01/2014 Jim Daniel ERP Implementation Director 08/01/2014 Penny Snider Enterprise Readiness Acting Director See Deliverable Feedback Form (DFF) in SharePoint See Deliverable Feedback Form (DFF) in SharePoint 08/01/2014 Julienne VanDerZiel Technology Director See Deliverable Feedback Form (DFF) in SharePoint 08/01/2014 Dana Cook Enterprise Data and Application Modernization Director See Deliverable Feedback Form (DFF) in SharePoint Document Approval (All Approvers are required. Records of each approver must be maintained) August 15, 2014 Page 2 of 32

3 Date Name Organization/Title Comments Renee Wallace Associate Vice President Document Edit History Version Date Additions/Modifications Prepared/Revised by /13/2014 Initial Draft Holland Avery /24/2014 Changes and additions to various sections 1.2 7/25/2014 Applied input from UT and IBM Delivery Partner 1.3 7/28/2014 Applied additional input from UT EDAM Werner Smolka Werner Smolka Werner Smolka 1.4 7/30/2014 Updated formatting Holland Avery 1.5 7/30/2014 Final edits Leslie Sheehan 1.6 7/30/2014 Final review Holland Avery 1.7 8/5/2014 Updated based upon Jim Daniel s comments 1.8 8/13/2014 Updated based on University Director Review 1.9 8/14/2014 Updated based on UT Delivery Partner comments Holland Avery Jonathan Christensen Jonathan Christensen /15/2014 Updated based on PMO review Jonathan Christensen Document Source: The latest version of this controlled document is stored in the UT Austin ASMP 2.0 SharePoint repository at: August 15, 2014 Page 3 of 32

4 Table of Contents TABLE OF CONTENTS... 4 LIST OF TABLES AND FIGURES PROGRAM CHARTER INTENDED AUDIENCE EXECUTIVE SUMMARY BUSINESS NEED AND BACKGROUND PROGRAM GOALS AND GUIDING PRINCIPLES GOALS GUIDING PRINCIPLES PROGRAM GOVERNANCE MODEL ESCALATION LEVELS PROGRAM ROLES AND RESPONSIBILITIES PROGRAM OVERVIEW, SCOPE AND APPROACH PROGRAM MANAGEMENT ASCENDANT METHOD ERP IMPLEMENTATION HCM & PAYROLL FINANCIALS STUDENT ADMINISTRATION APPLICATIONS STUDENT INFORMATION SYSTEM (SIS) STUDENT ONLINE EXPERIENCE PORTAL TECHNOLOGY ARCHITECTURE TECHNOLOGY ARCHITECTURE AND DESIGN SPECIFICATION (TADS) TECHNOLOGY ARCHITECTURE IMPLEMENTATION (TAI) TECHNOLOGY ARCHITECTURE OPERATIONS (TAO) APPLICATION MODERNIZATION ENTERPRISE DATA MANAGEMENT ENTERPRISE READINESS PROGRAM TIMELINE KEY MILESTONES - INITIAL DRAFT PLAN OTHER RELATED PROJECT MANAGEMENT SYSTEM DOCUMENTS ACRONYM LIST List of Tables and Figures Figure 1 - Governance Organization Chart... 9 Figure 2 - Escalation Process Figure 3 - Roles, Responsibilities, Decision Capabilities Figure 4 - Program Projects and Domains Figure 5 - Program Management Overview Figure 6 - IBM Ascendant Method Overview Figure 7 - Enterprise Readiness Overview Figure 8 - Program Timeline August 15, 2014 Page 4 of 32

5 1. Program Charter The purpose of the Program Charter is to outline the scope, objectives, and overall approach for the work to be completed. This document will be the point of reference on the program for program goals and objectives, scope and organization. In addition, it serves as an agreement between the Program Team and the Program Sponsors, stating what will be delivered according to the time constraints, risks, resources and standards agreed upon for the program. This document outlines the project scope, timeline, governance, roles and responsibilities, methods, tools and processes that will be used during ASMP 2.0 to achieve the goals listed in section 5.1 below. The ASMP 2.0 consist of multiple projects that are described in section 7 of this document. This Program Charter is an umbrella for all ASMP 2.0 projects. Each project can maintain their individual project charters that would roll up on a summary level to this Program Charter. If additional projects will be added to the program they will be using a project charter template that can be found on the ASMP SharePoint site. This document is designed to: Facilitate the successful completion of these goals during the implementation Serve as a communication tool across stakeholder groups and teams Instill confidence in the quality of the work performed as part of the program Define the roles and responsibilities of the team members This Program Charter is a living document maintained and controlled by the ASMP 2.0 PMO. The document will be updated as required and made available to Program team members and key stakeholders. 2. Intended Audience This Program Charter is intended for all Program Stakeholders. 3. Executive Summary Administrative Systems Modernization Program (ASMP 2.0) is a set of related projects to modernize the University s administrative systems, business processes, data management, technical architecture, and strategic reporting architecture. ASMP 2.0 will include the design of a new technical environment for custom development and other third party integrations, and implementation of a data management framework. 4. Business Need and Background It is clear that change is needed to take advantage of technical advancements to enhance delivery of existing services, provide the basis for offering new mission-oriented services, mitigate the risks of relying on an aging technology toolset, improve the ability to interface with vendor products including cloudbased offerings, and enable improvements to IT practices. August 15, 2014 Page 5 of 32

6 Currently, the University s administrative systems are mostly comprised of in-house developed custom applications and some commercial software packages. The in-house developed systems were created using Adabas and Natural, Software AG s non-relational database and programming language using a proprietary IBM operating system and mainframe hardware. The University has had success with these tools, and continues to develop and enhance existing administrative systems using them, but the base technologies have not kept pace. The Adabas database is pre-relational and Natural is rooted in the structured programming paradigm developed in the 1960s and 1970s. When these applications were originally developed, they were considered leading technologies, but because they are out of synch with advances in the industry, UT Austin s IT teams are constrained in their ability to incorporate new capabilities. For example, these tools do not embrace open standards. Third-party applications are designed to integrate via relational database management systems, web services, or similarly modern technologies. This results in expensive and difficult integration into UT Austin s legacy environment. There is also a need to move to software and hardware technologies where there is more market competition. The University s significant investment in systems based on these aging tools makes transition a long, complex process affecting most all administrative systems and many non-administrative systems as well. UT Austin must begin this change soon, or run the risk of relying on unsupported technologies for a significant period of time. Replacement of existing applications also requires an evaluation of business goals, processes and practices. It is imperative to define departmental functions and cross-department processes, to confirm that the systems to be purchased or rebuilt will meet current and foreseen business priorities and needs. Implementation of up-to-date IT standards and best practices, which is difficult using the current toolset, will also contribute to increased efficiency, flexibility, and maintainability of the University s administrative IT systems. Migrating the University s administrative systems to a modern infrastructure is vital in order to take advantage of new technologies, provide new services that are currently difficult to offer, and avoid the risks of depending on obsolete technologies. This change will also better position UT Austin to address two areas of focus in the Chancellor s Framework for Advancing Excellence throughout the University of Texas System (Framework): Framework Focus 4: Productivity and Efficiency, and Framework Focus 5: Strategic Information Technology Infrastructure Investments. 5. Program Goals and Guiding Principles 5.1. Goals ASMP 1.0 defines the following goals for this program: Implement Business Driven Systems and Data Management Take advantage of technology innovation and leverage best practices to improve operating efficiency and effectiveness Improve the design and management of institutional data to enhance decision making Modernize the Administrative IT Infrastructure Mitigate risks related to aging technology that limit the ability to respond rapidly to mission needs Reduce operating costs related to supporting proprietary technology and complex integrations August 15, 2014 Page 6 of 32

7 Strengthen the Systems Development Process Adopt standardized methods, procedures and tools to achieve higher maturity level in the administrative software development environment Strengthen the availability, confidentiality and integrity of information as well as manage new levels of complexity 5.2. Guiding Principles Communicate frequently, clearly and directly. We will keep the UT Austin community up-to-date via multiple channels, including the project website and face-to-face meetings. Involve and support stakeholders. We will provide multiple opportunities for campus engagement in order to understand and address the needs of our UT Austin community. Maintain strong governance. ASMP 2.0 teams and leadership will resolve issues quickly and decisively within defined processes and structures. Challenge the status quo. We commit to asking Why do we do it this way? in all ASMP 2.0 endeavors. We will challenge assumptions and prepare to change in order to reap the greatest benefits for the University. Implement standard functionality and business processes. Workday will be the primary solution and system of record for human resources, payroll, and financial administration. We will implement Workday's standard, best practice business processes and functionality as delivered unless there are significant and compelling reasons to do otherwise. Other systems providing additional, complementary or extended administrative functionality will likewise be implemented with best practice business processes. We recognize that existing business processes and roles will change as a result. Apply enterprise thinking. We make decisions that take the entire University into consideration and focus on the good of the whole. 6. Program Governance Model A strong effective governance model is critical to the successful outcome of ASMP 2.0. It validates that sound and practical project management and change controls are in place and the necessary balance and consensus is reached in a timely fashion so as not to jeopardize an on time delivery or quality implementation. The Governance Model will assist in sound decision making to improve administrative IT support for the business operations of the University and its constituent units and departments. The following governance structure was established to provide effective and efficient governance activities for the program. Although, the governance model has the executive authority to move the program forward, this is a participative governance model that takes into consideration the feedback and comments of the program team as well as the university stakeholders. The executive leadership on the program sets the vision, mission and goals and ensures that the program is well received by the University stakeholders. The directors and leads of each project bring the program vision to fruition by driving their work efforts and are the champions for this system modernization program. Participative governance occurs from both topdown, the executive level, and from down-up, the director and lead level, to ensure that the system modernization and organizational transformation occurs elegantly in the University. Below is the ASMP August 15, 2014 Page 7 of 32

8 2.0 governance organizational chart, followed by Program roles, responsibilities, and decision capabilities. Escalation decisions are included in P05 Risk Management Plan, and P08 Issue Management Plan. August 15, 2014 Page 8 of 32

9 Executive Sponsors Mary Knight Brad Englert External Executive Sponsors Andrew Fairbanks (IBM) Paul Salsgiver (IBM) Dave Duffield (WD) Mike Duffield (WD) Stakeholder Groups UBOC Student Deans Faculty Council TXADMIN HR Consortium UT System Associate Vice President Renee Wallace (UT) Marina Portnoy (IBM) Gary Hill (IBM) Helen McKinstry (IBM) Steering Committee Advisory Groups and SMEs Program Management Office Kristi Bradford Leslie Sheehan (IBM) Change Coordination Board ERP Implementation Director Jim Daniel (UT) Kimberly Leatherwood (IBM) Enterprise Readiness Director Penny Snider (UT Acting) Elizabeth Grosse (IBM) Technology Director Julienne VanDerZiel (UT) JT Gharpure (IBM) Enterprise Data and Application Modernization Director Dana Cook (UT) Kimberly Leatherwood (IBM) HR/Payroll Lead Laurie Mackey (UT) Michael Hanson (IBM) Bridgette Hamilton (IBM) Financials Acting Lead Susan Carine (UT) Ryan Guillen (IBM) ERP Technical Lead Juan Ortiz (UT) Himanshu Gupta (IBM) Joe Lee (IBM) Student Lead Jody Couch (UT) Organizational Readiness Lead Claire Knauth (UT) Elizabeth Grosse (IBM) Technology Architecture Lead Eric Weigel (UT) Technology Integration Lead Cooper Henson (UT) Data Management Lead Kristi Fisher (UT) Jeff Adkins (IBM) Application Modernization Lead Rich Janes (UT) Figure 1 - Governance Organization Chart August 15, 2014 Page 9 of 32

10 6.1. Escalation Levels The guiding principle for resolving problems, whether issues or risks, in the Program, is to do so at the lowest level possible. If a problem cannot be addressed, or needs additional attention, it can be escalated through the established channels as formalized in the Risk Management Plan, Issue Management Plan, and Change Management Plan. The general escalation process can be found below in Figure 2. Figure 2 - Escalation Process 6.2. Program Roles and Responsibilities The following table outlines the roles and responsibilities of the above organizational chart and the decision capabilities as part of the program governance. Please note that Project level charters will be maintained at the Director level. Roles, Responsibilities, and Decision Capabilities Role Responsibilities Decision Capabilities Executive Sponsors Executive Sponsors are responsible for championing the program, demonstrating interest in the outcome of the program and securing resources for the program. Executive Sponsors are expected to participate in regularly scheduled Steering Committee meetings to ascertain the program is meeting the goals, Approve contracts and contract changes based on recommendations from Associate Vice President/ Delivery Partner (AVP/DP s). Overall Program Budget (review/approve any changes) August 15, 2014 Page 10 of 32

11 Roles, Responsibilities, and Decision Capabilities Role Responsibilities Decision Capabilities objectives, and timeframes outlined in the beginning of the program. Associate Vice President Steering Committee The Associate Vice President provides overall strategic direction, acts as a vocal and visible champion, legitimizes the program s goals and objectives, keeps abreast of program activities and is the ultimate decision-maker for the program. The Associate Vice President will provide leadership and support through the following responsibilities: Meeting on a regular basis with the IBM Program Partner to address program related issues, as well as stay abreast of critical issues Leading ASMP 2.0 Steering Committee Meetings Chairing the Change Coordination Board Providing support, guidance and direction to the program team members Reviewing progress against the program plan Working with the University leadership to obtain committed organizational resources Identifying and engaging key decision-makers Signing-off on key deliverables/project milestones The Steering Committee is responsible for championing the Program, working with the Program Directors and Executive Sponsors to resolve escalated issues in a timely manner and sign-off on key deliverables and key changes throughout the Program. The Steering Committee provides funding and support to the Program, functions as a traditional Change Control Board and has the following responsibilities: Approve scope change(s) Approve timeline change(s) Go / no-go for deployment(s) Approve key deliverables based on recommendations from PMO and relevant Directors. Resolve issues raised from subordinate directors. Review and advise AVP/DP and Directors on key scope, timeline, budget escalated issues and go/no-go decisions. Decide if the Change Coordination Board needs to be involved for decisions that have operational impacts beyond ASMP 2.0. Meeting on a regular basis to address project related issues Verifying appropriate resources are available for the Program Resolving issues that are impeding the progress of the program Providing overall direction to the University Program Director August 15, 2014 Page 11 of 32

12 Roles, Responsibilities, and Decision Capabilities Role Responsibilities Decision Capabilities Advisory Groups, SMEs Sign-off on key deliverables/project milestones Supporting project delivery and quality control Sign-off on changes to the Program Advisory Groups and SMEs are comprised of individuals who are familiar with the University business processes and systems. These individuals will provide information and advice to the consultants from IBM and UT Austin Functional Leads and Business Analysts to configure the ERP solution. Participation of these subject matter experts is most critical during the Architect, Testing and Deployment stages. The amount of time required for these activities will be defined and understood by all parties. Responsibilities include the following: Make recommendations and raise issues, questions and concerns to appropriate Leads and Directors on decisions impacting the areas represented. Communicate functional requirements that need to be configured in the ERP system Provide input into Workday configuration Provide artifacts (sample data, reports, policies and requirements) to assist in the design and documentation of current business processes Participate in prototype workshops to understand the ERP system, proposed configuration, and vendor interfaces Participate in the testing of the ERP integrations and reports Describe current business processes and work with team to simplify and improve Standardize job, compensation and organization set-up data Participate actively in testing activities Execute user acceptance test scripts with IBM consultant support Validate data converted into Workday solution Provide input to and review of training, communication, and organizational change management materials Assist with end user training and organizational change management activities August 15, 2014 Page 12 of 32

13 Roles, Responsibilities, and Decision Capabilities Role Responsibilities Decision Capabilities Change Coordination Board Stakeholder Groups Program Management Office (PMO) ERP Implementation Director The Change Coordination Board approves any changes to scope or timeline that will impact the University s operations, the program costs and/or contracts. The Stakeholder Groups provide recommendations to appropriate Leads and Directors on decisions impacting the areas represented. The PMO reviews/approves key deliverables for adherence to program standards and contractual obligations. The PMO provides overall project management and oversight of the program. This role includes the following responsibilities: Provide on-going status via weekly status meetings and status reports Facilitate the resolution of defects and issues Anticipate and resolve issues that could impact the project budget, schedule scope, or quality Coordinate activities across projects Develop and maintain overall project plan Work with the functional leads and the University to develop the overall testing strategy Provide guidance to the University on the development of test scenarios, conditions, cases, and test data by functional area The ERP Implementation Director is responsible for managing their assigned areas of responsibility to completion. As Program Managers they perform a variety of tasks: Co-developing, managing and maintaining the project plan Setting deadlines and evaluating milestones Assigning responsibilities Delivering status reports to upper management on a regular basis Managing / Escalating issues and risks that may impact the go-live date to the Program Director. Approve program changes affecting the University s operations beyond ASMP 2.0. Review/approve key deliverables for content. Resolve issues escalated from subordinate Leads. August 15, 2014 Page 13 of 32

14 Roles, Responsibilities, and Decision Capabilities Role Responsibilities Decision Capabilities These individuals are dedicated full-time to ASMP 2.0 and will work closely with their IBM counterpart. Additional responsibilities include the following tasks: HCM/Payroll Lead (s) Financial Lead (s) Student Lead (s) Establishing and managing the project deliverables, schedules, tasks, assignments, and execution in coordination with their IBM counterpart Coordinating the University s business teams and support teams Driving the implementation and integration of ASMP 2.0 in coordination with their IBM counterpart Providing on-going status to the ASMP 2.0 Associate Vice President Anticipating and resolving issues that could affect the program budget, schedule, scope, or quality Resourcing teams with appropriately skilled staff The functional leads, including their IBM counterparts, are responsible for managing activities for their respective area of expertise. The functional leads, alongside their IBM counterparts, are also responsible for coordinating activities and involvement by subject matter experts and process owners. Responsibilities include the following: Review/approve relevant deliverables for content. Resolve issues raised from subordinate teams, team members and SMEs and Stakeholder groups. Play a key role in defining, scheduling, facilitating and communicating during the design workshops Coordinate tasks and communication with the University organizations and resources Provide knowledge of the University organization, application, internal policies/procedures and internal/external systems Provide process documentation and participate in design workshops Provide input and actively participate in Workday configuration Participate in business process mapping Review and sign-off on business processes, functional design and testing deliverables August 15, 2014 Page 14 of 32

15 Roles, Responsibilities, and Decision Capabilities Role Responsibilities Decision Capabilities Participate in the definition and execution of: end user training, system testing, parallel testing and user acceptance testing Participate in validation of data Managing their assigned section of the Integrated Project Plan, including managing planned scope and meeting planned dates Managing and validating risks and issues, and escalating risks and issues as appropriate ERP Technical Lead (s) Enterprise Readiness Director The ERP Technical Lead, alongside the IBM ERP technical lead, is responsible for coordinating and managing technical activities and resources related to the Workday implementation. Provide expert knowledge of the University IT applications and architecture as it relates to the in scope applications Be the primary point of contact for the IBM Integration Lead Architect Participate in workshops Co-develop the high level integration strategy and design with Lead Architect Provide oversight to verify design principles are followed Coordinate sign-off on technical designs and acceptance of related deliverables Manage the conversion activities of the Program Manage the bridging activities of the Program The Enterprise Readiness Director is responsible for facilitating change and end user adoption of the new system within the University s user community through an extensive change management program that includes communication and training. The Enterprise Readiness Director will be responsible for enterprisewide communication of the program, implementing training strategies and plans so that the University s users are ready and willing to adopt the ERP solution upon deployment. Additional responsibilities include: Review and approve program / stakeholder communication plans and material Review and approve end user training plan(s) and material August 15, 2014 Page 15 of 32

16 Roles, Responsibilities, and Decision Capabilities Role Responsibilities Decision Capabilities Organizational Readiness Lead Technology Director Manage the Readiness Coordinator program Review project planning documentation as well as the results from the requirements gathering and Discovery workshops to identify pain points, messaging opportunities, lessons learned from prior University-wide projects (IT or non-it) and University cultural traits Provide development input, manage, and maintain the OCM Strategy and Plan Provide development input and facilitate the Organizational Transition Strategy and Plan Provide development input and facilitate the communications plan Assist with the development of the training strategy and plan Provide guidance on the deployment of end user support The Organizational Readiness Lead coordinates the day-to-day activities for the end user readiness and change management areas for both ASMP System Replacement and the rollout of the Shared Services Organization (SSO). Organizational Readiness Lead manages work effort and team members for readiness initiatives. Responsible for leading the Technology Architecture and Technology Integration components of the program. The Technology Architecture Director will be responsible for the technical direction and strategy for the program as well as the escalation point for issues of technical nature. Additional responsibilities include: Review / approve technical deliverables Providing input to, review and approve infrastructure decisions and recommendations Providing input to, review and approve the Technology Architecture Design and Specifications (TADS) deliverables Coordinating the University s business teams and support teams Managing the resolution of technical issues August 15, 2014 Page 16 of 32

17 Roles, Responsibilities, and Decision Capabilities Role Responsibilities Decision Capabilities Technology Architecture Lead Technology Integration Lead Enterprise Data and Application Modernization Director The Technology Architecture Lead is responsible for the overall Enterprise Architecture of the University and works per direction of the Technology Director. The Technology Integration Lead is responsible for all technical integration activities and works per direction of the Technology Director. The Enterprise Data and Application Modernization Director is responsible for leading the achievement of the objectives in the for Enterprise Data Management and Application Modernization project areas. This responsibility includes: Review/approve key deliverables for content. Resolve issues escalated from subordinate Leads. Developing, managing and maintaining the area s project plan Setting deadlines and evaluating milestones Assigning responsibilities Delivering status reports to upper management on a regular basis Escalating issues that may impact the variety of go-live dates to the Program Director. Monitoring, supporting and influencing the overall transition planning for units throughout campus as data and application transitions occur. Ensuring that appropriate planning and activities take place to achieve successful transitions and decommissioning as per the project plan. Resolve issues escalated from campus units as appropriate. Additional responsibilities include the following tasks: Establishing and managing the project deliverables, schedules, tasks, assignments, and execution in coordination with ASMP leadership and campus units. Providing on-going status to the Program Director Anticipating and resolving issues that could affect the program budget, schedule, scope, or quality August 15, 2014 Page 17 of 32

18 Roles, Responsibilities, and Decision Capabilities Role Responsibilities Decision Capabilities Enterprise Data Management Lead The Data Management Lead is charged with implementing all aspects of Enterprise Data Management including the Institutional Data Store and associated processes and tools. Review/approve relevant deliverables for content. Resolve issues raised from subordinate teams, team members and SMEs and Stakeholder groups. Application Modernization Lead The Application Modernization Lead is charged with implementing all aspects of the approach as described in the Application Modernization Charter Key activities include: Establish inventory of all administrative applications (= done) Develop roadmaps, disposition plans and resources for each mainframe-based application Provide coordination of application transitions throughout ASMP 2.0 Provide transition support to units across campus Facilitate cross-unit collaboration and common needs Assist in the transition of integrations to the Institutional Data Store and to core ERP source systems Lead the transition and decommissioning efforts for mainframe-based applications. Coordinate the decommissioning of the mainframe infrastructure. Figure 3 - Roles, Responsibilities, Decision Capabilities 7. Program Overview, Scope and Approach ASMP 2.0 is comprised of 4 key areas with Program Management and Enterprise Readiness as horizontal domains spanning across the projects in scope. Program Management (horizontal domain) ERP Implementation (vertical project) Technology Architecture (vertical project) Enterprise Data Management (vertical project) August 15, 2014 Page 18 of 32

19 Application Modernization (vertical project) Enterprise Readiness (horizontal domain) Program Management ERP Implementation Technology Architecture Enterprise Data Management Application Modernization Implement Workday HCM/Payroll and Financials Provide ERP and bridging integrations Select and implement a new student information system Select, design and implement a new portal Design and create specifications for new architecture Implement new Architecture Provide ongoing support for new Architecture Provide data governance, continuity, access and transparency Optimize business intelligence and strategic reporting capabilities Coordinate and support application modernization Support units through transition off of the mainframe Enterprise Readiness Figure 4 - Program Projects and Domains A series of functional and technical components are planned to be implemented. The functional components primarily relate to the implementation of application software to serve the University s administrative needs. The technical components include a series of hardware and software tools that will provide a platform for the University to integrate, extend, enhance and support the ASMP 2.0 application software. The University s ERP project is implemented in two phases: Phase 1: Workday Implementation HCM and Payroll Phase 2: Workday Implementation Financial and Procurement 7.1. Program Management The ASMP 2.0 Program Management approach is designed to progress, perform, and protect. Governance permits forward progress through its emphasis on managing change, making best decisions, communicating the decisions and empowering stakeholders and key decision makers. Project tracking, reporting and scope management are key activities to prevent schedule delays and scope creep, and to measure achievement of project key performance metrics. The University s interests must be protected through rigorous quality and issue management with established channels for resolution and escalation. The key program management components are represented in the following figure: August 15, 2014 Page 19 of 32

20 Figure 5 - Program Management Overview Ascendant Method IBM s Ascendant method is used as the framework for the planning and management of ASMP 2.0. The IBM Ascendant method is based on the Project Management Body of Knowledge (PMBOK) as well as the Workday implementation approach. It will be used for the full modernization program as well as the Workday implementation project. The Ascendant methodology forms the foundation of standardized project management processes, dependencies and checkpoints necessary to perform proper planning, scheduling, delivery and project controls. The Program will also incorporate the Workday Delivery Assurance process, along with a Program level quality assurance process. Details of quality assurance can be found in P10 Quality Assurance Plan. The graphic below depicts the Ascendant and Workday implementation methodology, including Workday Delivery Assurance checkpoints that will be used for this Program. August 15, 2014 Page 20 of 32

21 Prepare Configure & Plan Architect Test Deploy Support Prototype Finalize SOW and Project Resource Plan Finalize Deployment Strategy Draft T enant Management Strategy Begin Data Gathering Workbook On-Demand Education Review Project Scope Develop / Update Project Plan & Project Charter Refine Roles & Responsibilities Attend Core T eam Training Develop Project Standards and Procedures Build Prototype T enant (P0) Project Kick-off Current Business Practice Discovery Conceptual - High level Design Sessions Detailed Business Process (BP) Design Solution/Gap Analysis Conduct Detailed Integration and Reporting Design Workshops Data Conversion and Validation Document Design Decisions Update Project Charter & Plan Build the Configuration & Prototype Tenant (P1) Develop Reports & Integrations Develop T esting & T raining Strategy Unit test and validate Configurations, Reports and Integrations Perform Data loads and validations Develop test scenarios and instructions Build the T esting T enant (P2) with Full Data Conversion Conduct Knowledge Transfer Conduct End to End T esting Execute User Acceptance Testing Build the Parallel Payroll T enant (P3) (Phase 1) Parallel Payroll T est & Validation (Phase 1) Pilot T raining and T rain-the-trainer Continued Knowledge T ransfer Deliver End User T raining Internal and External Go-live Communications Build Gold Production Data Conversion & Configuration Complete Go- Live Checklist T ransition to Production Services Issue resolution End user support End user T raining Project Close Program Management Just-in-Time Training and Knowledge Transfer (KT) Technical Architecture Application Modernization Enterprise Data Management Enterprise Readiness Workday Delivery Assurance OCM Strategy Project Communications Plan Stakeholder Analysis Stakeholder Engagement Change Impact Assessment Organizational Transition Strategy Communication activities Organizational Transition Plan Training Strategy & Materials Role Analysis and Definition Training Build Go-live Readiness Assessments Deploy Change Agent network Training Delivery Go-Live Communication Lessons Learned Figure 6 - IBM Ascendant Method Overview Prepare Stage Prior to the beginning of the implementation project there is a Prepare stage during which the Statement of Work is finalized and both IBM and the University begin to firm up staffing plans and make preparations for the project to begin. As is the case for Phase 1 and Phase 2 the University s project team members will begin to familiarize themselves with the Workday solution through on-demand education and begin work on the Workday Data Gathering Workbook and Discovery questionnaires. The Phase 2 staff participating in the cross-collaboration design will need to familiarize themselves with the financial integrations prior to Phase 1. The knowledge and information gathered will be critical during the Architect stage. Plan Stage The objectives of the Plan stage are to develop the procedures and mechanisms required to plan and control the project. This stage sets the overall direction and approach for managing the project, and is critical to its success. During the Plan Stage of Phase 1 the University and IBM will jointly establish a project management team that will manage the project plan, project resources and scope changes, as well as serve as the escalation point for project issues and key decisions. Project management principles will be implemented and key strategies will be developed to support on-going project team communication, change management, training, testing, reporting and the transition to production support. The approved project plan and project scope will be the mechanism by which the project management team monitors project progress and identifies August 15, 2014 Page 21 of 32

22 changes in the scope of services. The project plan will also identify the assigned resources, the deliverables and the timing of the key deliverables. The processes and procedures put in place will be used throughout the program. The project plan is a living document that is updated throughout. During the Prepare stage the University has begun working to complete the Workday Data Gathering Workbook template. During the Plan Stage of Phase 1 Team IBM will leverage this initial data, typically basic employee data, jobs/positions and supervisory structure, to prepare an Initial Prototype (P0) Workday Tenant that will be used to facilitate the Business Process Workshops during the Architect Stage. This initial prototype can be used to exemplify the viability of the Workday solution early on in the deployment. Demonstrating the Workday solution using the University data can have a significant impact on the Program. The end of the Plan stage requires preparing for the Architect Stage by preparing for design workshops through the scheduling of workshops, identification of SME s, and preparation of workshop materials. The plan stage for Phase 2 is geared towards on-boarding the IBM and University staff and confirming the Integrated Project Plan is accurate. A copy of the Phase 1 tenant is prepared and will be used to facilitate the Business Process Workshops during the Architect Stage. This initial prototype for Phase 2 can be used during the Phase 2 Kickoff, a 1 day meeting where the University and IBM project team members and executive sponsors meet to review the project charter and scope, governance structure, roles and responsibilities, project standards and procedures and critical success factors. The end of the Plan stage requires preparing for the Architect Stage by preparing for design workshops through the scheduling of workshops, identification of SME s, and preparation of workshop materials. Architect Stage The Architect Stage of the deployment allows the University and IBM program team members to find a common understanding of the University s business needs and to analyze how Workday will be deployed to meet those needs. The Architect stage in Phase 1 includes a crosscollaboration design for Phase 1 and Phase 2 functionality, addressing the integrations between HCM, Payroll, Finance and Procurement. This stage will be organized into two components: (a) discovery and (b) design analysis. The discovery component focuses on gathering information on current business processes and business requirements, while the design analysis component focuses on analysis of a proposed Workday configuration solution and presentation of proposed business processes, functionality and common data elements that apply to the University-wide design and those that apply to specific business units. Team IBM will start with the standard Workday processes as the baseline and work through an iterative process in the Prototype Tenant using the University s data to create a detailed enterprise-wide blue print of future business processes, setup requirements, reporting requirements and integration requirements that are applicable across the enterprise and those that are applicable to specific business units. The University business process owners and business unit subject matter experts actively participate in this stage and are tasked with configuration/solution acceptance to close out this stage. The project plan will be finalized based on the decisions made during this stage. For the technical components integrations, conversions, and bridging multiple activities will occur during this phase. The integrations team will create individual integration designs, and the future state integration strategy. The bridging team will complete its analysis and identified bridge August 15, 2014 Page 22 of 32

23 integrations will be designed. Finally, the conversion team will identify data sources for data gathering workbooks and build the data extraction programs. Team IBM s Change Management consultants will participate with the University s Enterprise Readiness team in Discovery sessions to capture information about the organizations, processes, and end user roles that will experience a high degree of change resulting from the University s ERP Implementation Project. This involvement will provide meaningful insight for organizational impact analysis, role mapping, communication, and training preparation. The Enterprise Readiness team will document an organizational impact analysis and work with the departments to align the organizational structure to the new system. Enterprise Readiness will jointly prepare an Organization Transition Strategy that the Enterprise Readiness team will use going forward to effectively facilitate the transition to the new Workday environment. Configure & Prototype Stage The objectives of the Configure & Prototype stage are to complete the configuration of the Workday solution based on the business process design specifications, configuration analysis specification, integration design and custom report specifications. At the beginning of this stage a Configure & Prototype tenant, P1, is built from the initial tenant and a subset of data loaded for design validation. Continuing to build on the work done in the Architect stage application configurations for the phase scope are completed and unit tested so that functionality is confirmed and the detail documentation for the data conversions and validations created. Custom reports and integrations are built and unit tested. Test plans and scenarios are developed and communicated. During this stage, the Enterprise Readiness team will focus on organizational and end user readiness for go-live. An actionable plan for developing and deploying Readiness Coordinators to assist end users, engage stakeholders and manage the dependencies and conflicting interests across the organization will be developed. Specific communications regarding major changes and impacts will be delivered to help build understanding for end users at a personal level. The Enterprise Readiness team will support the change leadership network with the messages and materials required to provide effective Program support. The training team, comprised of IBM and University staff with assistance from the University training staff will leverage the information obtained through Discovery documentation and the organizational impact analysis to develop a training strategy and training materials that address the University s business processes and the role of Workday in supporting those business processes. Test Stage In preparation for the Test Stage Team IBM will work with the University to complete the final configuration and data conversion tenant, P2. This tenant is built using a full set of data and all configurations, integrations and reports to support system testing. The test stage of the Workday implementation and integrations consists of three separate test efforts: System testing, Performance testing User acceptance testing, and Parallel Payroll Testing (Phase 1 only) August 15, 2014 Page 23 of 32

24 Each test effort has a different set of conditions and a different purpose. During the Configure & Prototype stage IBM will have provided templates from previous deployments and worked with the University to define the overall testing strategy and test plans, most importantly the objectives, expectations and entrance and exit criteria for each. The University is responsible for the execution of each test effort and the agreed upon exit criteria for each test effort must be met in order to move forward towards a go-live. IBM Supports each test effort by performing the activities listed under IBM QA/Test lead and Testing Staff in the role descriptions section as well as providing the ongoing support of Functional, Integration, Reporting and Conversion team members throughout testing. System Testing also known as integration testing or end-to-end testing, is performed by the University project team to verify that the system functions as expected. This test effort includes all business processes, integrations and reports relevant to the phase scope. Performance Testing of integrations (to the extent allowed under the University s contract with Workday as it relates to use of tenants) will be conducted. The Workday Software as a Service solution itself is not within scope for performance testing. The performance testing scope includes the integrations and other software artifacts created or modified as part of the end-to-end solution described by this SOW. User Acceptance Testing (UAT) is performed by University end users/stakeholders to verify system expectations are met. The IBM training team will prepare the UAT participants for testing and the testers will execute the UAT as described, according to the UAT plan schedule and note the deficiencies in accordance with the plan standard. Parallel Payroll Testing is performed during Phase I by a combination of project team and subject matter experts. It is during this testing that the payroll results from the Workday solution and the legacy system are compared and material differences either reconciled or corrected. A separate Parallel Payroll tenant is built to support this test effort. This will be a copy of P2 with additional payroll data. Catch up transactions will be performed in order to bring the tenant in line with transactions in Production for the equivalent period. This test effort includes two iterative cycles of testing, each cycle meeting an established level of accuracy before proceeding to the next cycle or to the conclusion of the Test Stage. During this phase, the project team is also making preparations for deployment of the solution. The project management team is preparing a detailed deployment plan that lists all of the necessary activities for a successful deployment. The Enterprise Readiness team will focus on confirming stakeholders willingness to accept the new system and business processes. They will conduct readiness workshops to review the new end-to-end processes, roles, workflows, procedures, contingency plans and policies. Working with the department leads and subject matter experts the University Enterprise Readiness team will identify the individuals who will perform each role and assist the managers with detailed preparations for go-live support. The training team is making final adjustments to the training material and preparing the University trainers for delivery of end user training. The end users are enrolled in training classes and the classrooms prepared. Deploy Stage August 15, 2014 Page 24 of 32

25 This stage includes the steps necessary to move the Workday solution into production with the features/functionality and integrations agreed to during the Plan Stage. It also involves University trainers conducting end user training in accordance with the Training Plan. Once User Acceptance Testing is completed, the team will prepare the pre-production tenant. IBM and the University will execute a final run of the data conversion from the University s production data, and confirm that the audit reports reconcile correctly. The University subject matter experts and Project Manager will certify the final load as ready for production. The IBM team will then work through the Deployment Plan with Workday Delivery Assurance and the University Project Manager. Workday will require sign-off from the University to move the preproduction tenant into the Workday production environment. Production Support It is during this final stage that Team IBM will assist the University with support for the deployed application following the go-live. Team IBM resources will assist University personnel with any functional or process issues, and work with the University Integration and Business SMEs to verify the new interfaces are operating properly. The team will conduct daily reviews of Production Support tickets in conjunction with Workday Production Support and the University Project Manager to confirm that issues are quickly diagnosed and resolved ERP Implementation HCM & Payroll To support the Human Resources (HR), Payroll and Financials functions, the University has selected and will implement Workday s HCM suite of products. Workday s software is supplied in a software as a service (SaaS) model in which the applications run entirely on Workday s infrastructure and are accessed by users and integrated with other University systems via the internet. These Workday capabilities will ultimately replace functionality currently provided primarily by a series of custom, mostly ADABAS-NATURAL applications that have been developed and maintained by the University for many years. The following Workday HCM functionality components are in-scope: Core HCM Organizations Benefits Compensation Talent and Performance Staffing Management Applicant Tracking (including the Workday Recruitment solution) Employee Data Changes Absence Management Payroll Time Tracking Effort Certification Faculty Management August 15, 2014 Page 25 of 32

26 Position Budgeting Employee Self Service Manager Self Service Potentially Recruiting These HCM applications will serve all relevant University employee populations. As part of the transition to the new Workday system, data from the existing system(s) will be converted into Workday within the following general parameters: HR data will be converted at go-live for currently active workers including future-dated workers, retirees and similar populations. This includes workers on leave, sabbaticals, and other similar non-active employees. Open job requisitions will be converted. A selected set of terminated employees may be loaded into the system. Those terminations will be hired/terminated into an agreed single supervisory organization. The University will retain terminated employee records prior to the beginning of the calendar year outside of Workday. To capture historical information (information other than current data) for converted employees, Workday s Worker history from previous system functionality will be used. Custom fields may be used as appropriate Financials The following Workday Financial Accounting components are in-scope: Financial Accounting Budgets Banking and Settlement (Revenue Management) Supplier Accounts (Accounts Payable) Customer Accounts (Accounts Receivable) Business Assets (Asset Management) Expenses Procurement Grants Management Projects These Financials applications will serve all relevant University functions and groups. As part of the transition to the new Workday system, data from the existing system(s) will be converted into Workday within the following general parameters: General Ledger transactional history (journal detail) will not be loaded into standard Workday transaction fields, however monthly balances will be converted The University will retain detailed financial transaction information for prior fiscal years outside of Workday Student Administration Applications Student Administration applications are the other major components of functional scope to be addressed by ASMP 2.0. August 15, 2014 Page 26 of 32

27 Student Information System (SIS) The SIS is a component of the Student Administration Application; for which the software solution will be selected during 2015 and implementation will commence in 2016 (see timeline in section 7.7 Figure 8 - Program Timeline) Student Online Experience Portal The Student Online Experience is a separate student portal that will be a world class web based system for students that will facilitate interaction with UT Austin from their first contact to their alumni status. It will be a UT Austin-branded customized experience that is optimized for mobile devices, personalized to our students, and socially engaging. It will be the evolution of UT Direct and many current web sites and systems that will lead to committed and successful Lifetime Longhorns. Vendor selection will end in September 2014, with implementation running from October 2014 September 2015 (see timeline in section 7.7 below) Technology Architecture Technology Architecture and Design Specification (TADS) The existing technology toolsets at the University are reaching the end of their natural lives, making them risky, difficult and expensive to support. The TADS project will design and specify a new technical architecture as well as develop plans for procuring, deploying and transitioning systems and staff to the new technology stack. A new technical architecture will provide the administrative units an efficient, effective, supported architecture to migrate their existing mainframe applications to, and build and support the administrative needs of the future as well as implement CMMI Level 3 standards and processes (in coordination with the ASMP 2.0 PMO Office). It is critical that all UT Austin systems stay in sync during the migration and that any business needs can be met efficiently and effectively. Existing Technology Architecture requirements will be gathered from ASMP 2.0 Workgroups and the Tech Arch Subcommittee, surveys and interviews with technology subject matter experts and other sources. Groups of Subject Matter Experts (SMEs) will meet with the project team throughout the project to define requirements and develop a UT reference architecture and scoring methodology for selecting solutions to meet the needs of the administrative IT community. Potential technology solutions will be reviewed and analyzed by the SME groups. SME groups will recommend specific solutions as part of the overall reference architecture. This selection will be reviewed and approved by the appropriate governance committees in ASMP 2.0, along with implementation, resource, training and procurement plans for the new technology architecture. Implementation of the new technology stack will be a subsequent project and will be chartered and scheduled once TADS is complete Technology Architecture Implementation (TAI) Perform the detailed design, installation, deployment, and training for the technology architecture that was specified in the TADS workstream. August 15, 2014 Page 27 of 32

28 Technology Architecture Operations (TAO) This workstream will maintain, enhance, and support the technology architecture implemented in TAI. TAO will assist in ongoing training of the developer community Application Modernization The goal of the Application Modernization project is to coordinate the application modernization efforts across campus in a way that provides business continuity to campus throughout the life of the ASMP 2.0 program. In order to achieve this, the following objectives will be pursued: a. Provide overall coordination of application transitions throughout the ASMP 2.0 Program (sans core ERP components), b. Provide transition support to units across campus (i.e. tools, best practices, help resolving issues, design, etc.); c. Facilitate cross-unit collaboration on common needs; and d. Assist in the transition of integrations to the Institutional Data Store (IDS) (historical and cross-area data) and to core ERP source systems as appropriate. The Application Modernization area will serve as a primary point of contact for campus units as they transition their mainframe-based applications and will serve as a facilitator of information and alignment between ASMP and campus units Enterprise Data Management Enterprise Data Management (EDM) will ensure the availability and integrity of authoritative institutional data in support of critical strategic and operational functions throughout ASMP 2.0 and beyond. EDM initiatives will address Recommendation 1.2 of the Administrative Systems Master Plan: Improve Design and Management of Data to Enhance Decision-Making. In order to achieve this, the following objectives will be pursued: a. Capture and maintain documentation about the sources, flows, transformations, lineage, characteristics, and definitions of data throughout the administrative ecosystem over the course of the ASMP 2.0 and beyond. b. Facilitate delivery of Data as a Service (DaaS) and identify information needs of campus constituents, evaluate options, and identify appropriate data and access methods, according to the policies and procedures set forth by the Data Management Committee (DMC). c. Implement Data Governance by establishing and implementing policies and procedures regarding storage, access, and disclosure of institutional data. d. Enhance the existing IQ ecosystem to deliver an enterprise Institutional Data Store (IDS) which will function as the University s single authoritative repository for all data available from the operational systems both historical and ongoing - thus reducing redundancy and data access issues across campus August 15, 2014 Page 28 of 32

29 EDM will facilitate: Uninterrupted access to institutional data Clear data access governance policies and procedures Data as a Service (DaaS) tools and infrastructure Integration of data across platforms and business domains Assistance with data conversions - landing, transformation, and staging platforms, technical documentation A Repository for institutional historical data; maintain mapping to facilitate multi-year trending Alternate conversion solutions for downstream campus applications Deployment of a data management tool for source, conversion, and definition tracking and transparency (Data Cookbook) 7.6. Enterprise Readiness The Enterprise Readiness team operates across the projects of the Program. The goal of Enterprise Readiness is to prepare the University for the transformation that will occur as a result of ASMP 2.0. Business processes and technology will be modernized. Employees will need to be able to use the new systems efficiently and effectively to achieve the projected benefits. The Enterprise Readiness team will provide the following: Manage the overall change effort Provide communication guidelines Create and disseminate information about ASMP 2.0 Prepare end users with appropriate training Prepare and engage stakeholders for the transition Track and monitor enterprise readiness progress The Enterprise Readiness Team will assist representatives from across the University who can provide insight into the University s needs, helping the Enterprise Readiness team to provide the right activities at the appropriate time. Readiness Coordinators will be responsible for helping to prepare their own units by executing the pre-implementation activities such as: identifying candidates for training, distributing information, proactively identifying change that affects their end users, and communicating about ASMP 2.0. They will be the voice of ASMP 2.0 in their units. August 15, 2014 Page 29 of 32

30 Change Readiness Stakeholder Engagement Communications Knowledge Transfer & Training Assess the impact of the changes on end users Prepare the organization for implementation Gauge organizational readiness as we approach go-live Conduct workshops to prepare users for business process and role changes Facilitate configuration activities with campus where appropriate (supervisory orgs, security and workflow roles, etc.) Assess stakeholder support for ASMP 2.0 Engage stakeholders to confirm support for program needs Develop Readiness Coordinators to help implement organizational and business process changes in their units Key Activities Implement an ASMP 2.0 Communication program to inform stakeholders including: s and Newsletters Website updates Meetings including town halls Understand the training needs of the organization Build a training program to address needs Deliver training and user support tools in the method best suited for the information Administer a program to transfer technical and functional knowledge from the consultants to the UT Austin team Prepare instructors to train the end-users Deliver effective training and user support tools for end users Figure 7 - Enterprise Readiness Overview August 15, 2014 Page 30 of 32

31 EDM App Mod Student Admin Technology Architecture HCM/ Payroll / Fin ASMP 2.0 Program Charter 7.7. Program Timeline The below graph depicts the individual project timelines that constitute the ASMP Figure 8 - Program Timeline August 15, 2014 Page 31 of 32