Exempt Employee Association 01/29/13 Agenda iCAT Objectives CedarCrestone

Exempt Employee Association 01/29/13 Agenda  iCAT Objectives  CedarCrestone

Exempt Employee Association 01/29/13 Agenda iCAT Objectives CedarCrestone Overview Project Scope and Timeline Project Methodology What is Changing and Your Involvement Change Management Overview Closing Remarks & Questions improving Campus Applications & Technology iCAT is a set of 12 new and exciting projects that will be completed over the next 18-24 months. These projects will eliminate some of our paper based

forms like timesheets, purchase requisitions and travel authorizations. Well be addressing faculty needs for better reporting and scheduling systems. Most exciting of all, well be putting in a new portal for everyone. A single window to campus systems. iCAT Objectives "By modernizing our day-to-day business processes and information, the university will ultimately increase efficiency, transparency and accountability." CWU President James L. Gaudino Through iCAT we will improve our administrative services and the support that we provide our stakeholders by: Making daily operations (work) easier for departments and ourselves

Using leading business practices Spending more time on value-added activities Improving customer support while maintaining appropriate controls and financial management Who Is CedarCrestone Founded in 1981, HQ in Alpharetta GA 700+ consultants and growing Highly experienced workforce Higher Education specialization

200 consultants in our HE Practice More than 1000 HE projects completed on time and within budget since 1997 More than 300 Colleges and Universities served Financially healthy Comprehensive service offerings Full business life cycle approach CedarCrestone has worked with Central Washington University since 2002 in supporting our HCM, FMS, and CS systems and business processes. Project Scope iCAT Project Scope Upgrade Oracle 11G Rev 2 for Human Capital Management (HCM) and Campus

Solutions (CS) - Complete Human Capital Management (HCM) to v9.2 Financial Management System (FMS) to v9.2 PeopleTools to 8.52 for all PeopleSoft instances PeopleSoft Enterprise Portal Implementation of Portal to serve as Employee/Faculty Content information hub for faculty, staff and Student Content students Financials Content Faculty Workload and Activity Reporting Implement system to facilitate workload

planning and activity reporting Project Scope - continued iCAT Project Scope Online Travel Authorization Online form/process using workflow to route for review, approval and processing for faculty, staff and student business travel Online Purchase Requisition Online form/process using workflow to route for review, approval and processing to issue purchase order

Implementation of Planning and Budgeting FMS Planning and Budgeting with workflow to replace custom budget planning system Project Scope - continued iCAT Project Scope Time & Labor Implementation of Time & Labor with workflow for staff and students eProfile Implementation of eProfile to replace portions of thirdparty electronic Personnel Action Form (ePAF)

ePAF (Workflow) Automation of the remaining portions of the ePAF with workflow eCompensation Implementation of eCompensation to replace manual merit increase processes Project Timeline 2013 2014 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

Faculty Workload Online Travel Authorization Portal - Employee/Faculty Online Purchase Requisition eProfile eCompensation Upgrade HCM FMS Planning & Budgeting Portal - Student Upgrade FMS ePAF Time & Labor Portal - Financials Best Practice / Critical Success Factors

Active, visible executive sponsorship Effective change management and training Collaboration, communication, commitment Customer focus Stakeholder involvement Improve and streamline business processes Communicate and manage expectations How Will We Get There CWU CedarCrestones Propel Methodology Structured Approach to Project Management Plan & Discover

Analyze & Design Configure & Develop Test & Train Deploy & Optimize Process-Centric Deliverables Based Quality Assurance Reviews How It Will Happen CWU Success Test System/Train Users Design New System Reengineer Business Processes

Understand the As Is and Pain Points Why Now 2004 1999 2001 PeopleSoft HCM Live PeopleSoft FMS Live

PeopleSoft CS Live 2006 FMS Upgrade 2007 HCM and CS Upgrade

2009 FMS Upgrade 2012 HCM and CS Upgrade HCM was implemented 13 years ago FMS was implemented 11 years ago CS was implemented 8 years ago CWU has upgraded over the years to stay current with the technology and maintain support Now is the time to move to the next level and implement additional functionality!

What Is Changing Improving up-front planning and analysis Incorporating best practices in our business processes Involving stakeholders and end-users earlier Utilizing more and different consulting services Stepping up our communications

! Expanding the way we use our systems Advancing how we make decisions Were changing the University! Why You You know Central Washington University business You are an influencer in your department You are able to communicate to many levels within the University Your involvement will be integral to the success of the iCAT team! You are part of the team and we all win together

Your Involvement With the project team: Timely, active participation (meetings, homework) Think outside the box Point us to SMEs Share your ideas and pass on department feedback Back in your department: Advocate for the changes Communicate benefits Localize the high level changes Gather feedback We Are All Change Agents

What Is Change Management Change management encompasses those activities directed towards helping an organization successfully manage the transition to and acceptance of new processes and systems. Why Change Management? Successful change addresses both the technical and the people side This Ship had a competent captain.. Project Management Current Transition

Future Change Management Solution is designed, developed and delivered effectively (Technical side) + Solution is embraced, adopted and utilized effectively (People side) = SUCCESS Accepting Change Is A Process INTERNALIZATION

This is the way we work here ADOPTION We have to do it this way LEARNING AWARENESS Let me test it Im being told something is changing

POSITIVE PERCEPTION This is good DENIAL NO WAY! FEAR What will happen to me? UNDERSTANDING

I can see why they want to do this EXPLORATION Let me take a look anyway Through Change Management We . . . Identify change (discovery, fit gap and business process reengineering) Determine who is affected (future process flow) When do they need the information (depends on what is happening with the project)

Why do the need the information (users need to understand why they need to spend the time) What is the best media (website, newsletters, demos, meetings, training) The Change Management Plan 1) Sends the right message 2) To the right audience 3) At the right time 4) From the right sender 5) Through the right channel Where We Are Today Contracted and Engaged CCI Services Four consultants on-site currently More consultants joining the team as projects evolve

iCAT Communications Website available at: http://www.cwu.edu/icat/ eMail: [email protected] Central Today Projects underway and progressing well for: Application Portal Faculty Work Load & Activity Reporting Online Travel Authorization In Closing . . . To Be Successful We Must Involve Stakeholders Be active, decisive and visible Manage change and training effectively Communicate and manage expectations Improve business processes

Adapt to new rules and policies Participate and engage Questions and Feedback iCAT Website = http://www.cwu.edu/icat/ iCAT Thanks for your support!

Recently Viewed Presentations

  • Patient and Public Involvement Developing the Community Engagement

    Patient and Public Involvement Developing the Community Engagement

    * CCG Governing body Integrated Care System Alliance Programme Board Quarterly CEG meeting with all CEG members and representation of CCG accountable officers CEG chair and lay member attend CEG members to be allocated to each of the Alliance Localities...
  • Crisis Communications - wps.ablongman.com

    Crisis Communications - wps.ablongman.com

    Step Two: Developing The Plan 4 Identify the Emergency Operations Center (EOC). 5 Identify the Media Information Center (MIC). 6 Train employees. Step Three: Response This is the stage in which the crisis plan is executed. Like any other plan,...
  • Announcements Please dont interrupt other classes (including other

    Announcements Please dont interrupt other classes (including other

    Product law For simultaneous outcomes (AND) What is the chance that you will roll snake eyes with two dice? (1 and 1) Chance of rolling 1 with first die = 1/6 Chance of rolling 1 with second die = 1/6...
  • Jacques Malan Consultants and Actuaries

    Jacques Malan Consultants and Actuaries

    other Office Bearers Pension Fund. Mundial Seguros. Namib Mills. Namibia Beverages (Coca-Cola) Namibia Broadcasting Corporation. Namibian Medical Care. NamPower. Namport. NamWater. Pelagic Fishermen Retirement Fund. PSEMAS. Registrar of Pensions - Botswana. Retirement Fund for Local Authorities of Namibia. Social Security...
  • IL CONSULTORIO FAMILIARE "IL FARO" DI FOGGIA in ...

    IL CONSULTORIO FAMILIARE "IL FARO" DI FOGGIA in ...

    PER QUESTO L'UOMO LASCERA' SUO PADRE E SUA MADRE E SI UNIRA' A SUA MOGLIE, E I DUE SARANNO UN'UNICA CARNE" IL PROGRAMMA DIVINO PREVEDE IL DARE BIOLOGICAMENTE UNA PARTE DI SE' PER GENERARE UNA NUOVA VITA Autori I e...
  • A Look at Climate Prediction Center's Products and Services

    A Look at Climate Prediction Center's Products and Services

    Pacific (Monthly New Zealand/PR conference calls) Partnerships Inter-agency USDA (drought monitoring and outlooks; global crop monitoring related Wx/Cx support; Crop Bulletin) NASA/GMAO (seasonal and intraseasonal outlooks - modeling; ozone monitoring, Reanalysis) EPA (ultraviolet monitoring and forecasts) DoD (ultraviolet monitoring) FEMA...
  • Chapter Choosing the Best Alternative

    Chapter Choosing the Best Alternative

    PW or equivalent annual easier than incremental IRR. If MARR not known or known approximately. Graphical approach to choice table often enough. Spreadsheets for intersections that define limits. Graphical approach shows when alternatives have close equivalent values
  • Surface deployment of Met Office instruments on St

    Surface deployment of Met Office instruments on St

    94GHz W-band Pulsed Cloud Radar, shipment from Ascension on RMS St Helena. Shipment from Miami begins late April 2016. NASA (Brent Holben) CIMELS sun-photometer (no news on deployment date) Howard University (Greg Jenkins) Ozone sondes (on Ascension also); awaiting DoE...