UW Strategic Roadmap for Information Management and Administrative Systems Roadmap Working Team Meeting Action Plan April 24, 2008 - PowerPoint PPT Presentation

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UW Strategic Roadmap for Information Management and Administrative Systems Roadmap Working Team Meeting Action Plan April 24, 2008

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DRAFT ONLY. Office 2003 version of OIM Overview stack. Includes OIM Three-phase work plan, org chart, division overviews, roadmap info, and CPD-specific stuff. – PowerPoint PPT presentation

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Title: UW Strategic Roadmap for Information Management and Administrative Systems Roadmap Working Team Meeting Action Plan April 24, 2008


1
UW Strategic Roadmap forInformation Management
and Administrative SystemsRoadmap Working Team
MeetingAction Plan April 24, 2008
  • Sara Gomez
  • Interim Vice Provost/CIO
  • Office of Information Management

2
Overview
Slides
  • The Challenge 3-7
  • The Future 8-13
  • Roadmap Process 14-17
  • What Others Are Doing 18-22
  • The Strategic Roadmap 23-35
  • Budget Estimates 36-38
  • Invest in the Future 39-41

Overview - Sara
3
The Challenge
The Challenge - Sara
4
Why is an associate professor who is
predominantly involved in research activities so
concerned about the business systems of the
University?
  • the reason is that inefficiencies at all
    levels in the business operations of the
    University negatively affect my ability to
    perform research.

Roger E. Bumgarner, Associate Professor Department
of Microbiology
4
5
Our Systems Cannot Support the UWs Future
  • We cannot get the information we need to support
    effective decision making
  • We cannot support our 21st century business and
    information needs
  • We have under-invested in administrative systems
    and have fallen behind

The Challenge - Sara
6
The Status Quo is Not Acceptable
  • This is the clearest message weve heard from UW
    community

The Challenge - Sara
7
Why Now?
  • Because postponing will mean
  • Slow erosion of our competitive edge
  • Lack of information needed to increase efficiency
    and accountability
  • Harder to keep our systems running
  • Paying more later
  • Falling further behind

The Challenge - Sara
8
The Future
The Future - Sara
9
UW Goals
  • Offer an outstanding student learning experience
  • Advance our research strength
  • Provide exceptional health care
  • Foster an agile, interdisciplinary approach
  • Extend our global reach
  • Promote environmental sustainability

The Future - Sara
10
Roadmap Goals
  • Provide accurate, useful information for
    decision making
  • Replace the base (aging legacy systems) with
    flexible business systems
  • Implement ongoing core system improvements
  • Redesign business processes
  • Make strategic choices to maximize our
    investments

The Future - Sara
11
What Will The Future Look Like?Information for
Decision Making
The Vision
Problem
  • Quick and easy access to information to do your
    job
  • Deans and others can project future budget
    scenarios
  • Can track actual expenditures against budgets
  • Cant get information necessary to manage
    multiple research grants
  • Lack common definitions
  • Lack trends and life cycle data for strategic
    analysis
  • Cant make accurate budget projections
  • Cant identify how much money you have

The Future - Sara
12
What Will The Future Look Like? Replace the Base
The Vision
Problem
  • Flexible new systems effectively support UW
    business operations
  • UW makes a significant investment in software and
    systems for business operations
  • Continuous technology renewal allows us to keep
    up with changing business needs
  • Data structures of our aging legacy systems cant
    meet business and information needs
  • Long-term under-investment in business systems
    means significant inefficiencies and daily heroics

The Future - Sara
13
What Will The Future Look Like?Make Strategic
Choices to Maximize Investments
The Vision
Problem
  • Strategic decision-making guided by Roadmap
  • Systems developed holistically for common needs
  • Systems work together to meet our business needs
  • Fragmented decision making and resource
    allocation
  • Proliferation of redundant systems and
    reinvention of the wheel

The Future - Sara
14
Roadmap Process
Roadmap Process Jeanne Marie
15
Current Status
Roadmap Process Jeanne Marie
16
Roadmap Process
  • Formed eight task groups Over 170 participants
  • Evaluated current state
  • Whats working and not working risks
  • Researched trends
  • Defined a vision for the future
  • Developed action plans
  • Roadmap Working Team
  • Developed overall priorities and sequencing

Roadmap Process Jeanne Marie
17
Project Structure
Roadmap Process Jeanne Marie
18
What Others Are Doing
What others are doing Jeanne Marie
19
What Others Are Doing
Approach Example Organizations
Vendor Solution Vendor Solution Vendor Solution
Banner Illinois (finance, HR, student) 180m
Oracle Michigan (finance, HR, student) Minnesota (finance, HR, student) Indiana (HR, student) 100m-125m 125m-150m 100m
SAP MIT (finance, payroll) 200m
Consortium Consortium Consortium
Kuali Indiana, UC schools, Cornell, U of Arizona (finance) UC Berkeley (student) Not available 10m-15m
Homegrown Homegrown Homegrown
Legacy mainframe UCLA, UCSD Not available
What others are doing Jeanne Marie
20
State of Washington
Approach Example Organizations
Vendor Solution Vendor Solution Vendor Solution
SAP HR/Payroll (65,000 FTEs see note) 67m
SAP Financials under consideration 150m-200m
Homegrown/Legacy Homegrown/Legacy Homegrown/Legacy
Legacy mainframe AFRS (current financial systems) Not available
Note The UW has 28,000 FTEs
What others are doing Jeanne Marie
21
University of Washington
  • I-MAC funding
  • 12.5 million since 2004
  • USER projects (UIF funded)
  • 20 million over 10 years
  • HR/Payroll (OPUS, OWLS, ESS)
  • Financial Desktop
  • Grants Contracts

What others are doing Jeanne Marie
22
UW Options for Legacy System Replacement
Business Area Possible Solutions
Financial Higher education consortium Kuali Vendor solution SAP, Banner, Oracle
HR/Payroll Vendor solution SAP, Lawson, Oracle, Banner
Student Higher education consortium Kuali Vendor solution Banner, Oracle
What others are doing Jeanne Marie
23
The Strategic Roadmap
  • A comprehensive solution

Strategic Roadmap Jeanne Marie
24
Strategic Roadmap
Redesign Processes
Enhance Renew Systems
Information for Decision Making
Stakeholder Success
Replace the Base
Strategic Roadmap Jeanne Marie
25
Information for Decision Making
Define data (definitions, access) develop
infrastructure and tools provide standards and
training for users
  • Provide information for decision making
  • Make data integration easier
  • Provide training and tools for users across the UW

Information for Decision Making
Strategic Roadmap Jeanne Marie
26
Replace the Base
Replace our aging legacy systems Finance,
HR/Payroll, Student
  • Provide better information for decision making
  • Improve operational efficiency
  • Provide more agile and flexible core systems

Information for Decision Making
Replace the Base
Strategic Roadmap Jeanne Marie
27
Redesign Processes
Redesign business processes in conjunction with
the legacy system replacement efforts
Redesign Processes
  • Design processes to maximize impact of new
    systems
  • Streamline work
  • Manage change

Information for Decision Making
Replace the Base
Strategic Roadmap Jeanne Marie
28
Enhance Renew Systems
Invest in ongoing enhancement and technology
renewal of administrative systems
Redesign Processes
Enhance Renew Systems
  • Keep up with changing business needs
  • Develop missing research functionality
  • Upgrade alumni facilities systems
  • Make high-value interim upgrades to legacy
    systems

Information for Decision Making
Replace the Base
Strategic Roadmap Jeanne Marie
29
Stakeholder Success
Develop a transparent decision-making process
and a mature portfolio management framework
enable collaborative projects across units
  • Prioritize projects
  • Make commitments
  • Maximize investments

Redesign Processes
Enhance Renew Systems
Information for Decision Making
Stakeholder Success
Replace the Base
Strategic Roadmap Jeanne Marie
30
Strategic Roadmap
Redesign Processes
Enhance Renew Systems
Information for Decision Making
Stakeholder Success
Replace the Base
Strategic Roadmap Jeanne Marie
31
Replace the BaseReplace our aging legacy systems
Replace the Base Bill Shirey
32
Redesign ProcessesMaximize efficiencies
Redesign Processes Bill Shirey
33
Enhance and Renew SystemsMake ongoing system
improvements
Note Only includes projects planned to start in
2008-09. Projects will be re-assessed and
prioritized annually.
Enhance/Renew Bill Shirey
34
Stakeholder SuccessMake strategic choices to
maximize our investments
Stakeholder Success Bill Shirey
35
Information for Decision MakingAccess to
information anytime, anywhere
Info for Decision Making Bill Yock
36
Budget Estimates
Budget Estimates - Sara
37
Overview of Initiatives for 2008-09
Enhance Renew Systems
Redesign Processes
Financial Systems Processes
Appointment Data, Salary Analyzer Research Data
Consolidation Stewardship Data Collection Space
Enhancements, Facilities Upgrade
Information for Decision Making
Data Management Data definitions data
warehouse reporting tools Standards Training
Training guidelines Tools Infrastructure
Workflow, portal security tools
Stakeholder Success
Replace the Base
Financial Systems Scoping Kuali Student
Development
Revamp I-MAC proposal process Portfolio
management PMO Enable collaborative projects
across units
Budget Estimates - Sara
38
Short-Term Budget Requests 2008-2009
Initiative Low High
Replace the Base (Note 1) 1,300,000 1,800,000
Redesign Processes (Note 2) 457,000 686,000
Enhance Renew Systems (Note 3) 2,412,000 3,617,000
Stakeholder Success (Note 4) 415,000 460,000
Information for Decision Making (Note 5) 2,429,000 3,643,000
TOTALS 7,013,000 10,206,000
Note 1 Involves 1m per year commitment for 5
years Note 2 Includes 125,000-187,000 of
business owner/user subject matter expert
time Note 3 Includes 508,000-762,000 of
business owner/user subject matter expert time
includes 359,000-394,000 of ongoing
costs Note 4 Includes 415,000-460,000 of
ongoing costs Note 5 Includes 1,329,000-1,993,0
00 of ongoing costs
Budget Estimates - Sara
39
Invest in the Future
Invest in the Future - Sara
40
Recommended Approach
  • Move forward with financial system replacement
  • Explore partnership with state
  • Continue to look at Kuali financial
  • Fund Kuali student partnership
  • Invest in high-value, incremental enhancements
    for FY 08-09

Invest in the Future - Sara
41
Funding Options
  • UW budget sources
  • Internal reallocation (user fees, tax on unit
    budgets, etc.)
  • Gifts
  • Tuition
  • Other revenue
  • State budget request
  • Capital funds (institution bonds)
  • Note This is not a revenue source need to
    determine how to pay back debt issued via UW
    budget sources

Invest in the Future - Sara
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