Workday Financials Implementation Project Insert Meeting Title Date

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Workday Financials Implementation Project Insert Meeting Title Date and Time Room #

Workday Financials Implementation Project Insert Meeting Title Date and Time Room #

A Landmark Project Joint implementation by the two Controller’s Offices at Pomona and at

A Landmark Project Joint implementation by the two Controller’s Offices at Pomona and at CUC of the same new accounting and budgeting system at the same time

What is Workday? • An enterprise software system • Software-as-a-Service (Saa. S) • Hosted

What is Workday? • An enterprise software system • Software-as-a-Service (Saa. S) • Hosted by Workday • Built on modern object-oriented technology • Cloud-based with online web access • Updates issued to all customers at the same time • Not customizable, but instead configurable to meet each customer’s needs

What We Gain From Workday • A modern financial system to replace Jenzabar CX

What We Gain From Workday • A modern financial system to replace Jenzabar CX (general ledger only) at Pomona and Datatel Colleague at all other Colleges.

What We Gain From Workday • Solutions for three major needs: • Robust reporting

What We Gain From Workday • Solutions for three major needs: • Robust reporting for decision-making • Integrated budgeting and planning tools • Business processes with embedded workflows and document management

Guiding Principles 1. Use Workday business processes as delivered 2. Adopt the same business

Guiding Principles 1. Use Workday business processes as delivered 2. Adopt the same business processes for all entities 3. Keep it simple 4. Make thoughtful and deliberate decisions 5. Follow-up on “parking lot” issues post go-live 6. Escalate decision-making issues to BFAC on a timely basis 7. Respect one another 8. Manage change proactively and be transparent.

How was Workday Selected? • In-depth needs assessment conducted • Several major software systems

How was Workday Selected? • In-depth needs assessment conducted • Several major software systems evaluated • Vetted with accounting and IT staff from all campuses • Feedback solicited, compiled and compared • Workday recommended to Council and unanimously approved.

Timing & Scope – First Round • Go Live date of July 1, 2015

Timing & Scope – First Round • Go Live date of July 1, 2015 • Financial functions include: • Accounts Payable • Cash Receipts • Journal Entries • General Ledger Reporting • Integrates with existing systems • Student Accounts, Gifts, Payroll

Project Schedule • Plan Stage • October – November, 2014 • Architect Stage •

Project Schedule • Plan Stage • October – November, 2014 • Architect Stage • November – December, 2014 • Configure and Prototype • January – March, 2015 • Testing • March –May, 2015 • Deploy • Go Live - July 1, 2015

Timing & Scope – Second Round • Multiple Go Live dates after July 1,

Timing & Scope – Second Round • Multiple Go Live dates after July 1, 2015 • Functions include: • Procurement • Fixed Assets • Endowment Unitization • Post-Award Grants • Budgeting and Planning • Employee Expense Reimbursements

Other Workday Products • HCM (HR/Payroll) – Implementation decision to be determined in the

Other Workday Products • HCM (HR/Payroll) – Implementation decision to be determined in the future • Student – Council approved becoming a Strategic Influencer; implementation decision to be determined in the future

Project Organization Project Roles • Project Owner – CUC CEO • Executive Sponsors –

Project Organization Project Roles • Project Owner – CUC CEO • Executive Sponsors – BFAC • Project Management Office (PMO) CUC CEO, two BFAC members, two IT representatives and PMT • Project Management Team (PMT) Project Manager, Financial Leads

Project Management Organization Project Management Office (PMO) Project Owner – Liaison to ITC Stig

Project Management Organization Project Management Office (PMO) Project Owner – Liaison to ITC Stig Lanesskog Training Lead Mary Lou Woods Testing Lead Mia Alonzo *The Project Manager and Financial Leads together comprise the Project Management Team (PMT) Project Manager* Bob Caragher Executive Sponsor – BFAC Liaison, 2014/15 Chair Andrew Dorantes Change Management Lead Karen Sisson Financial Leads* Mia Alonzo, Mary Lou Woods Change Management Consultant Nancy Krogh Workday Engagement Manager Mark Wangeman Information Technology Rene Yang, Andrew Crawford

Core/Design Team POMONA Mary Lou Woods, Vickie Roberts, CJ Seumalo, Dave Wallace HMC Scott

Core/Design Team POMONA Mary Lou Woods, Vickie Roberts, CJ Seumalo, Dave Wallace HMC Scott Martin CGU Leslie Negritto PITZER Lori Yoshino SCRIPPS Janet Grieman KGI Erin Quillen CMC Erin Watkins CUC Mia Alonzo, Adele Vuong, Michelle Bernal, Jessica Schatz, Mabel Hanken, Jennifer Stockton

How Can Staff and Faculty Learn More? • Demo Days Demonstrations of standard business

How Can Staff and Faculty Learn More? • Demo Days Demonstrations of standard business processes (for example: submitting an invoice for payment) with open invitation. • Design Review Sessions Team-led interactive reviews of design components. • Training Days Opportunities to try out business processes. • Project Website Information about status of project and training and demo opportunities.

Key Contacts Stig Lanesskog Project Owner Andrew Dorantes Chair, BFAC, Executive Sponsors Bob Caragher

Key Contacts Stig Lanesskog Project Owner Andrew Dorantes Chair, BFAC, Executive Sponsors Bob Caragher Project Manager, PMT Mia Alonzo Financial Lead, PMT Mary Lou Woods Financial Lead, PMT <Insert Treasurer Name> <Insert Core Team Members from College>

Questions and Answers

Questions and Answers