OIST ERP Systems Renewal. April 2015

Transcription

1 OIST ERP Systems Renewal April 2015

2 ERP Systems at OIST The current OIST ERP (HR & Finance) systems are an impediment to the research, education, promotion and administrative activities of the University; Faculty and managers cannot easily administer their budgets Approving purchases is too difficult Personnel management is complex and spread across several systems Multiple systems exist, all are independent, few share information These systems cannot scale to support the growth of OIST 1

3 Business Processes at OIST Many business processes have been tailored to overcome weaknesses in the present ERP systems OIST has grown rapidly and absorbed or developed business processes as required Transposing these processes directly onto a new system will lead to excessive customization and ultimately failure Business processes must be reviewed, and the new system deployed with a minimum of customization ERP systems have a default mode of operation; business processes must be performed in harmony with the system 2

4 Core Principals in Renewing ERP Systems The ERP systems must support researchers and the administration to get the job done. They must be; Easy to use Efficient Maintainable and supportable In order to realize these principals, we must unify Finance and HR systems under a single architecture 3

5 Renewing ERP systems at OIST April 2014 Replacement of the OIST ERP systems identified as a high priority Steering Committee formed Project manager and project team assigned May 2014 Identification that OIST did not have the skills or resources to complete this project Engaging consultancy services for this project discussed and approved by the executive June 2014 Specification for consultancy services drafted Tender process for consultancy services initiated September 2014 Ernst and Young selected as project consultant Review of business process and current ERP systems begins 4

6 Renewing ERP systems at OIST Interviews held with faculty, RA s and administrative staff to gather requirements Workshops held to discuss process and system changes Key criteria for the new system approved by the steering committee Decision taken to separate the project into two phases; Finance, and HR March 2015 Specification and requirements for the new system completed, reviewed and approved by the steering committee Tender process for a new ERP product and integrator company initiated April 2015 Review of tender submissions by OIST (including faculty) and external reviewers from Weizmann and HP SAP selected as the ERP product Abeam selected as the integrator company 5

7 Project Name Very few people known what the acronym E.R.P. stands for This ERP system renewal project needs a name to identify it, and prevent confusion in discussing the present and future ERP systems at OIST HEART Human resource Education Accounting Research Transformation April 2015 April 2016 Finance system launch April 2016 HR system phase begins April 2017 HR system launch Finance system phase begins 6

8 HEART Project: Finance Phase The HEART project will continue to work closely with faculty representatives, research administrators and the administration as we design and develop the new systems Please participate in this project to ensure that we build the best system possible 7

9 All User Meeting May 13, Wed Agenda: 10:00-10:05 Opening 10:05-10:20 Message from President 10:20-10:30 Message from CIO / Project owner 10:30-10:40 Message from SAP / COO 10:40-10:50 Project team introduction (OIST/ PL) 10:50-11:00 Project schedule (ABeam / PM) 11:00-11:30 Q&A 8