Enterprise Requirements Planning (ERP) System Enhancement McHenry County College

Spring 2007

Project Statement Develop an action plan and timeline for ERP system transformation that includes the scope of a future system and establishes processes to identify the new system requirements.

Table of Contents
Executive Summary ..........................................................................................................2 Section 1: Section 2: Section 3: Overview...................................................................................................4 Current Process .........................................................................................8 Analysis.....................................................................................................9 Cause and Effect Diagram ..........................................................11 Current System Relational Diagram ...........................................12 Comparison of ERP Implementations ........................................13 ERP System Comparisons ..........................................................16

Section 4:

Improvement Theory and Implementation Plan .....................................19 Future System Relational Diagram.............................................21 Relational Diagram Definitions ..................................................22 GANTT Chart .............................................................................25 Action Plan..................................................................................26 Process Mapping Process Map ...................................................27

Section 5: Section 6: Section 7: Section 8: Section 9: Section 10: Section 11:

Recommendations...................................................................................28 Assessment Plan......................................................................................29 Presentation Materials.............................................................................31 Steering Committee Recommendations...................................................... Follow-up Reports to Steering Committee ................................................. TracDat Assessment Impact Report............................................................ Project Retirement Documentation.............................................................

ERP Action Team

Executive Summary
The current computer system is antiquated and does not interface readily with the multitude of college-wide applications. A replacement or enhancement of the present ERP system is proposed in the College Technology Plan. The Colleges current ERP system is outdated and approaching end of life. Annual maintenance costs continue to increase both in terms of expense paid to outside vendors and internal modifications. In order to improve operational efficiencies, data integrity, access, and system reliability it has been suggested by various consultants that the College replace its current system.

As a result of these numerous recommendations and incentives, an ERP Action Team was formed and the following Project Statement formed the basis of the teams actions.

Project Statement Develop an action plan and timeline for ERP system transformation that includes the scope of a future system and establishes processes to identify the new system requirements.

Project Description This project will develop a comprehensive, multi-year action plan to guide activities related to the implementation of new ERP technologies. This plan will include: A general description of the scope for this project to be used in defining system requirements, A timeline to define the major phases of the long term ERP project, including estimated timeframes and responsible parties for completion, Potential resources and vendors to include software developers as well as independent consulting firms that may assist with the long term project, and A procedure to identify current system processes and capabilities, including strengths and weaknesses .

In order to assure adequate progress towards meeting the above objectives, the following process measures are recommended:

1) Develop project plan 2) Recommend an ERP Migration Committee organization structure 3) Receive positive feedback from College auditors regarding proposed ERP system transformation process and timeline 4) Receive approval from Executive Council and Board of Trustees to move forward with project plan 5) Complete business process re-engineering 6) Complete all user training 7) Go live with new ERP system July 1, 2009 8) Document improvements in business procedures in new ERP system versus current system.

The anticipated results are defined in the following outcome measures:

There will be a successful implementation of the new ERP system. From an external perspective, the College will receive a clean audit opinion from its auditors and no significant comments regarding the new system in the Management Letter for FY 10. Internally, a survey of user satisfaction with the new system will be taken twelve months after implementation and at least 75% of users will rate the new system as an improvement.

Action Project Title: ERP System implementation action plan and timeline development
Date: May 2, 2007

Team Members: Jim Batson, Associate Director of Computing Services Sherry Hodnik, Business Analyst Gwen Koehler, Dean of Corporate and Continuing Education Todd McDonald, Assistant Vice President of Finance Laura McGee, Coordinator of Financial Aid & Veterans Services Sandra Moll, Director of Employment Services/Affirmative Action Coordinator Donald Quirk, Director of Institutional Research and Planning Marilyn Weniger, Director of Student Development Missy Spengel, Secretary for Department Chairs of Humanities

Steering Committee Sponsors: Ronald Ally, Vice President for Administration and Treasurer Walter Packard, President

Action Project Statement Develop an action plan and timeline for ERP system transformation that includes the scope of a future system and establishes processes to identify the new system requirements.

Action Project Description The current computer system is antiquated and does not interface readily with the multitude of college-wide applications. This project will develop a comprehensive, multi-year action plan to guide activities related to the implementation of new ERP technologies. This plan will include: A general description of the scope for this project to be used in defining system requirements, A timeline to define the major phases of the long term ERP project, including estimated timeframes and responsible parties for completion, Potential resources and vendors to include software developers as well as independent consulting firms that may assist with the long term project, and A procedure to identify current system processes and capabilities, including strengths and weaknesses The plan is not intended to select a software vendor, define detailed user requirements, or evaluate software products. Action Project Relationships Primary AQIP Category Relationship: 6. Supporting Institutional Operations Other Related AQIP Categories (choose up to four):
1. Helping Students Learn 2. Accomplishing Other Distinctive Objectives 3. Understanding Students and Other Stakeholders Needs 4. Valuing People 5. Leading and Communicating 6. Supporting Institutional Operations 7. Measuring Effectiveness 8. Planning Continuous Improvement 9. Building Collaborative Relationships

Related AQIP Principles (choose up to four):

A. A mission and vision that focus on serving students and other stakeholders. B. Broad-based faculty, staff, and administrative involvement. C. Leaders and leadership systems that support a quality culture. D. A learning-centered environment. E. Respect for people and willingness to invest in them. F. Collaboration and a shared institutional focus. G. Agility, flexibility, and responsiveness to changing needs and conditions. H. Planning for innovation and improvement. I. Fact-based information-gathering and thinking to support analysis and decision-making. J. Integrity and responsible institutional citizenship.

Related 1,000 acre fields (choose one):

Effective Communication Improve Recognition and Rewards Improve Student Learning Improve Institutional Decision Making
5

Related 100 acre fields (choose one):

Spring, 2006 Retention Employee Recognition Academic Programs Email Recruitment Organizational Understanding Electronic Document Depository Fall, 2006 Student Application Process Textbooks Succession Planning
Continuous Improvement Training

Key Performance Indicators Professional Development Training General Education Goals Assessment

Spring, 2007 Data for Mailing Labels Purchasing Effective Room Usage Online Courses Graduation Policy ERP Business Continuity Scholarship Processing AQIP Systems Portfolio

Related MCC Strategic Directions (choose one):

1-Improve the learning environment 2-Increase student access to education opportunities 3-Improve systems and processes 4-Utilize human resources effectively 5-Increase external partnerships 6-Improve college planning 7-Increase financial resources

Rationale for Action A replacement or enhancement of the present ERP system is proposed in the College Technology Plan. The Colleges current ERP system is outdated and approaching end of life. Annual maintenance costs continue to increase both in terms of expense paid to outside vendors and internal modifications. In order to improve operational efficiencies, data integrity, access, and system reliability it has been suggested by various consultants that the College replace its current system. Areas Affected The entire College will be impacted by ERP system transformation. However, for this specific action team the primary area impacted is Information Technology. Processes Affected The entire College will be impacted by ERP system transformation. The primary processes affected by this action team (and succeeding teams that will continue with the overall ERP project) are: Project Management/Planning Purchasing/RFP Budgeting Networking (IT) Professional Development Reporting

In addition to the above functions, steering committee members from various departments in the College may spend a significant amount of time on the long-term project. Human Resources Learning and Student Support Services
6

Institutional Research and Planning Corporate and Continuing Education

Process Measures 1) Develop project plan 2) Recommend an ERP Migration Committee organization structure 3) Receive positive feedback from College auditors regarding proposed ERP system transformation process and timeline 4) Receive approval from Executive Council and Board of Trustees to move forward with project plan 5) Complete business process re-engineering 6) Complete all user training 7) Go live with new ERP system July 1, 2009 8) Document improvements in business procedures in new ERP system versus current system. Outcome Measures There will be a successful implementation of the new ERP system. From an external perspective, the College will receive a clean audit opinion from its auditors and no significant comments regarding the new system in the Management Letter for FY 10. Internally, a survey of user satisfaction with the new system will be taken twelve months after implementation and at least 75% of users will rate the new system as an improvement. Performance Targets Phase 1 Spring 07 action team will develop the overall project plan. Phase 2 ERP project management team will execute the project plan. Phase 3 New ERP system will go live on July 1, 2009. Keeping Focus The project management team will have representation from all areas of the College and the individual members will keep their respective areas informed of project progress. General information regarding progress will also be made available via InsideMCC and/or other appropriate media.

Current Process There currently is no process in place at MCC for ERP system transformation.

Operational Definitions Scope of future system activities, processes, and information within the institution that would be integrated within in the resulting system System requirements specific tasks, abilities, and technical information that will be necessary components in the resulting system and serve as the basis for developing an RFP (Request For Proposal) Transformation modifying or replacing institutional processes and/or systems ERP System - An Enterprise Requirements Planning System for MCC is a comprehensive set of software, automated procedures and institutional processes that form a single automated system to support and integrate activities across all departments throughout the institution

We reviewed the FY 2006 Management Letter from Sikich, the Colleges auditors, the 2006 Organizational Effectiveness Study from Bridger, and the information presented and notes taken from the Colleges FY 2005 meeting with CampusWorks. All three of these recent reports provide external analysis of the current state of MCCs ERP system and recommendations for the future of the ERP system. The Action Team read each report thoroughly and summarized the high level themes that were common between the reports. Common Themes Derived From CampusWorks, Sikich, and Bridger Reports 1) The life cycle of current ERP is over. 2) The institution needs to be able to make appropriate data driven decisions in a timely manner. 3) Users need a more integrated and efficient system. 4) The system should provide for self-service opportunities for stakeholders. 5) The system needs improved data integrity, management, reporting, and ownership. The identification of these themes led the Action Team to brainstorm the weaknesses of the current system at a high level and show the causes of those weaknesses. We identified many weaknesses and determined that all of the weaknesses fit into one of the following categories; methods, people, resources, and technical capabilities. Included in this section is a Cause and Effect Diagram depicting the various causes of weaknesses in the current system. Another important analysis that the Action Team performed was to review the current software and database systems that are in place across the institution. The purpose of this analysis was to document the as-is status of MCCs current ERP system. We categorized these various software and database systems according to three distinct definitions; 1) Mainframe applications 2) Peripheral applications 3) External applications Included in this section is a visual representation of the categorization of these systems. The systems listed in the center circle represent category 1 above, systems in the first ring out from the center represent category 2 above, and systems in the outer ring represent category 3 above. In Section 4 of this report, a similar diagram is shown depicting how the system and database relationships could be with the implementation of an improved ERP system.

A third analysis project completed by the Action Team was the review of relevant literature and ERP conversion project plans of other institutions and/or governmental agencies. The purpose of this analysis was to determine the common project tasks that an organization goes through when implementing an ERP system. We reviewed articles from Government Finance Review (a monthly publication from the Government Finance Officers Association), Educause, ISIS (Integrated Student Information System) Newsletter, among others, and also project plans from Lucas County, Ohio, the University of Virginia, and Harper Community College. Included in this section is a document titled Comparison of ERP Implementation Stages which lists all of the material reviewed and a summary of each. As a result of this review, the Action Team concluded that the steps listed below would be appropriate to include in the Colleges ERP transformation plan. 1. Project planning 2. Business and operational analysis including gap analysis 3. RFP process and product selection 4. Business process reengineering 5. Installation and configuration 6. Project team training 7. Business requirements mapping to software 8. Module configuration 9. System modification and interfaces 10. Data conversion 11. Custom documentation 12. Conference room pilot 13. Acceptance testing 14. End user training 15. Go Live 16. Post implementation audit and support A fourth analysis project was to review the modules and major functions of current ERP systems. A matrix was created comparing the different vendors and their modules.

10

ERP Cause and Effect Diagram

Technical
Hardware capability

Resources
Lack of skilled support

High cost
Limited expansion

Age of application

Decreased support

Increasing maintenance costs

Restricted ad hoc data access

Little used technical skills

Age (Retired)

Data organization

System deficiencies & complexity

Lack of data dictionary

Tight resources ($)

External system integration difficulties

No relational DB
Data Redundancy

Weaknesses in current system

Resistance to change

Data integrity

Comfort w/current system

Limited data validation

Data ownership

Lack of information

Difficult to use

Lack of time
No training

Non-traditional Keyboard
Not intuitive

Lack of documentation

Many work-arounds

People

Supplemental systems (local)

System short-comings

Methods
11
2/21/2007

Current Mainframe Application Relational Diagram

External Applications
Sage Tutoring Kids on Campus Corporate & Continuing Education

Peripheral Applications
PR GIS Student Recruitment Judicial/Security Application NELNET Fitness Center Graduation

Financial Aid

Mainframe Applications
Admissions

Donor Management (Foundation)

Financial Aid
Nursing

Non-credit Registration
DAIS-I

Special Needs

Registration Student Accounts

Tech Prep Food Services SOS_AVL

Course Information
Budgeting

Payroll Degree Audit Purchasing Student Demographics

Budgeting

Fixed Assets
Grants Work Keys

Grading & Transcripts Accounts Receivable General Ledger Budgeting

University Center Distance Education

E-Syllabus

Accounts Payable
Institutional Research Admissions Library

Faculty Loading
Distance Education Trips Human Resources

Bookstore Facilities Scheduling/ Management

Academy of High Performance

Human Resources

Web Based Course Delivery

Human Resources Supplemental Insurance tracking

Child Learning Center

Advising Adult Education/ESL/GED

12

4/17/2007

Comparison of ERP Implementation Stages

No two organizations are identical; so it follows that no two ERP implementation processes are identical. Since organizations are unique their needs are also unique. Even though implementations may differ the steps used are very similar. In the list below you will see how five different sources developed the steps necessary to implement a successful ERP system. Note the common elements in all lists. The ERP Action Team has incorporated these common steps in designing their unique plan for the implementation of a new McHenry County College ERP system. University of Virginia ERP Process Envision: Develop Business Case Set Objectives and Direction Focus: Work Plan and Staffing Design Conceptual Solution: Research as-is, plan to-be, and identify gaps Design Solution Details: Design Applications to meet University requirements Build and Test: Construct and test the designed applications, facilitate business process changes Deploy and Stabilize: Go live, facilitate transition

http://www.virginia.edu/isp/whatisisp.html, Integrated Systems Project, April 21, 2003 Lucas County, Ohio Planning and Analysis: Scope definition, requirements definition, functional gap analysis, infrastructure analysis, project planning, communicate implementation strategies Design and Development: Infrastructure deployment, define and setup application parameters, data conversion mapping & development, interface specifications & development, report specifications & development, customized features specifications & development, security specifications & development, prototyping to ensure fit, and unit test. Testing and Training: Training, system tests, compile application documentation, and develop deployment plan. Deployment: Produce rollout, final data conversion, finalize deployment plan, initial production support, and post implementation review.

http://www.co.lucas.oh.us/lcis/PeopleSoft/01StrategicImplementationPlan.pdf, Lucas County Strategic Implementation Plan, September 2001 Government Finance Review Project initialization: Lay groundwork for implementation process, identify key project roles and responsibilities.

13

Comparison of ERP Implementation Stages

Solution definition: refinement of functional, data, and technical requirements, identify relevant sources of data and develop a plan to incorporate the data into the new system. Solution design: Develop an application design document that incorporates specific needs into the system. Solution configuration: Product an operating system incorporating all the data required to meet specific needs and construct a system test. Solution validation: Test the configured system to ensure business needs are met and measure the quality of the system in preparation for use in production. Solution deployment: Monitor system and train users.

http://www.gfoa.org/services/dfl/trg/Power-to-the-People.pdf, Government Finance Review, December 2001 Lessons Learned Needs Assessment: Evaluate the needs and requirements that will drive the implementation of an ERP system. A needs assessment with a definition of requirements is essential in guiding the start of the project and gauging the success of the project after completion. Software Selection: review the different solutions available and see which system can best fit the identified requirements. As part of the analysis a detailed accounting of gaps should be developed, as well as, an evaluation to compare trade-offs among the various solutions. Process Reengineering: Changes in current business processes that are needed and recommended as a result of an ERP project. Conference Room Pilot: Provides a demonstration of the ERP system that users can test drive before the system configuration is locked down. Training: Determine timing and type of training required. Implementation: Phased implementation or big bang approach.

Education Quarterly Number 2 2001, Dave Swartz and Ken Orgill, pages 20 27. Creating your open source ERP strategy Is ERP for you? Evaluate the current systems functionality and needs and determine if a new ERP system is necessary Define Requirements: Define the functionality required in the new system. Evaluate current processes. Select a Partner: Find a service provider that can help with the process.
14

Comparison of ERP Implementation Stages

Select a Product: Based on the requirements developed in previous steps select the ERP product right for the organization. Select a product that meets the must-have organizational features. Implement the System: Set up a test system to ensure that important data flows and interapplication integrations work properly before implementation. Develop a migration plan for moving from the current system and transferring data to the new system.

www.SearchEnterpriseLinus.com Creating your open source ERP strategy, Benard Golden, June 9, 2005.

15

ERP System Comparisons

Banner Admissions Telemarketing Communication management Schedule entry 90 standard admissions reports Interfaces SAT, ACT,CEEB Requirements tracking Inquiry tracking Notepad "to do" lists Locate prospects Schedule interviews Application status check Automated test score & app. upload Survey and polling tool Printer friendly versions of applications Matches every field; multiple value entry Capture & analyyze recruiting information Set & monitor enrollment targets Advising Academic advising information Institutional requirements Student course history Current academic progress Credit & grade inquiries Student requirements Degree plan information (GPA, courses taken/needed, electives) E-advising solutions Alumni Development Grantsmanship Alumni/Development/Correspondence Planned giving Donor accounting Communication management Electronic call sheets Premium management Interfaces w/General Ledger IRS Publication 1771 Plan upcoming compaigns Secure on-line gift giving Standard detail & statistical reports Survey/polling tools Alumni business & personal directory Dynamic news database Interactive discussion forum Communication Management Track contact w/individ. or org. Schedule creation of letters Manage names and addresses Merge letter/label files w/Word Available to all modules/offices Document Imaging Scan, locate, track,secure Enterprise Reporting 800-plus standard reports Cognos reporting tools Data Marts Financial Aid Fin. Aid entry, ISIR processing Flexible budget construction Need analysis Automated award packaging Pell Grant, Direct Loans Loan Processing for FFELP/FDSLP Fed/State compliance checking Automated disbursement Dynamic award recalculation Full self-service option for students PowerFAIDS financial aid solution General Ledger General Ledger application Financial budgeting x x Datatel Jenzabar CX x x x x x Jenzabar EX Oracle/People Soft

x x x

x x x x x

x x x

x x x x x

x x x x x x x x x x x

x x

x x x x x x x x x x x x x x x x x

x x

x x x

x x x x

x x x

x x

x x x x x x x x x x x x x x x x x x x x x x x

x x

x x x x x x x x

x x x x x x x x

x x x x x x x x

16

x x

x x

ERP System Comparisons

Banner Federal/state compliance Accounting standards compliance FASB,GASB,NACUBO, AICPA Grading & Transcripts Grade entry Transcript entry Degree audit Web grade reporting Web transcripts Anonymous grading Automated midterm grading Block grade changes Automatic transcript billing IPEDS Right-to-Know retention reports Natl. Student Loan Clearinghouse Statistical reporting capabilities Satisfactory acad. progress reports Integration with student accounts Human Resources/Payroll & Personnel Applicant Tracking Time/Attendance Monitoring Compensation Management Benefit Tracking Payroll Processing Federal/state wage & tax reports Direct deposit transfers Timecard generation Benefit distribution process Voluntary deductions Employer contributions EEO reporting Nontraditional Market programs to targeted groups Manage non-traditional resources Track profitability Share information w/Development Customizable reports, labels, letters Purchasing Purchase requisitions Accounts payable Accounts receivable Federal/state compliance 1099 reporting Approval hierarchy Primary/alternate approvers Check voiding/reversing Checks for state institutions Purchase orders/Group requisitions Track POs and receiving Charge to department accounts Prevent payment of "not received" Decentralized budget & planning Asset and property management Complete e-Commerce Solution Easy to follow audit trail Registration Student entry Course entry Course catalog Registration entry Block registration IPEDS Right-to-Know retention reports Natl. Student Clearinghouse Satisfactory progress reports Student Affairs/Life Counseling features Career placement Communication management Student billing connection Student account transfers Datatel Jenzabar CX x x x x x x x x x x x x x x x x x x x x x x x Jenzabar EX x x x Oracle/People Soft

x x x

x x x

x x x x x x x x

x x x x x x x x x x x x x x x x x x x x x x x x x

x x

x x

x x

x x x x

x x x x x x x x

x x

x x x x x

17

x x x x x

x x

ERP System Comparisons

Banner Degree completion Accelerated degree Student account transactions Business office posting/reporting Dynamic registration calculation Continuing ed calculation Tuition and fee calculation Add/drop processing Student information sheets Payment by revenue account Student activities Web/Portal On-line application Web registration E-mail personalization Self-service for employees Self-service for alumni and friends Self-service for students/faculty On-line curriculum management Survey & polling tools Content management for Web page editing and updates E-commerce payments Datatel Jenzabar CX x x x x x x x x x x Jenzabar EX Oracle/People Soft

x x

x x x x x x x x x x x x x x x x x x x x

x x

18

The Trustees and administration of the College requested research into options to upgrade or replace the current ERP system. The purpose of this team was to recommend the process that should be followed in order to implement a new or improved ERP system. A fully integrated ERP system will offer improvements in operational efficiency, data integrity, information access, and system reliability. While it is impossible to predict the amount of time savings, dollar savings, etc. at this stage of plan development, we have depicted the expected overall improvements to the integration of system applications in a relational diagram. These improvements are represented in the Future ERP System Application Relational Diagram included in this section of the report. To help the readers of this report, there is a brief general definition of each system application appearing in this diagram included in this section of the report. As can be seen by comparing this future diagram with the current diagram in Section 3 of this report, there are significant increases in the number of system applications that have moved from being external and peripheral applications to being integrated into and supported by the new ERP system. The benefits of an integrated system are many: Eliminates data redundancy and the need for double keying of information. Provides one source of truth were each data element is stored and maintained in only one place, increasing data accuracy and reducing storage needs. Reduces the number and complexity of interfaces between systems which leads to reduced programming support and maintenance efforts. Decreases the number of potential failure points by eliminating unnecessary separation of systems on multiple computer systems. One consistent application development platform provides increased efficiencies in programming support, server licensing fees and data retrieval. End user training is improved through a consistent user interface (system look and feel) Costs savings are realized through a fewer number of industry standard servers rather than an expensive mainframe in addition to many special purpose servers using several different operating systems. Recovery after a major disaster or system failure is significantly more efficient with a single, integrated database.

While it is impossible to precisely estimate the cost of a new ERP system software, hardware, and associated training and implementation, it is important to note that the College has anticipated this expenditure for several years and has made provisions in the Five Year Financial Plan. The current Five Year Financial Plan allocates $3.0 million in each of fiscal years 2009 and 2010 to support an anticipated ERP system replacement or upgrade. This represents a total commitment of $6.0 million for this project. This amount was developed as the College has gained an understanding of what other community colleges have expended on system replacements and preliminary discussions with technology vendors.

19

This Action Team developed both a Gantt Chart and a Systematic Diagram to document the recommended tasks that must take place for successful ERP system transformation. The Team also created a process map of the process mapping procedure that will be used to document business practices during the ERP implementation. Successful business process engineering and re-engineering requires that a consistent methodology be followed across the College. Business process re-engineering is one of the key process measures that this team has identified as part of an ERP system transformation. The Gantt Chart, Systematic Diagram, and Process Map are all included in this section of the report. The next step to be taken is gaining the approval and support of Executive Council for the implementation that this Team has developed. After that, this Team would like to make a presentation to the Board of Trustees and ask for their approval and support of the implementation plan. After approvals from these two key groups, an ERP Implementation Project Committee would be formed consisting of the following key stakeholders in the implementation process: Assistant Vice President of Information Technology Assistant Vice President of Finance Assistant Vice President of Human Resources Assistant Vice President of Learning and Student Support Services Executive Dean of an Academic Division (one to be selected) Executive Dean of Corporate and Community Education Associate Director of Computing Services Director of Institutional Research and Planning This committee will be charged with executing the ERP system transformation plan as outlined by this Action Team and will oversee the processes outlined in the Gantt Chart. This Action Team will monitor the achievement of the process and outcome measures that have been established.

20

Future ERP System Application Relational Diagram

External Applications
PR GIS Sage Tutoring

Peripheral Applications
Data Warehouse
Bookstore Trips

System Applications
Registration Financial Aid Course Information
DAIS-I

Kids on Campus

Advising

Admissions Graduation Grading & Transcripts Degree Audit

SOS AVL

Alumni Development Library

E-Syllabus

Student Recruitment Campus Portal Community Education

Judicial/Security Application

Student Accounts Faculty Loading

Special Needs

Student Demographics Non-credit Registration Purchasing NELNET Accounts Receivable

Fitness Center

Fixed Assets Facilities Scheduling Donor Management (Foundation) Human Resources Payroll

General Ledger

Accounts Payable Budgeting Food Services

Enterprise Reporting
Human Resources Supplemental Insurance tracking Work Keys

Web Based Course Delivery

Adult Education

21

4/17/2007

ERP Action Team Future ERP System Application Relational Diagram Definitions
Mainframe Applications/ERP Applications a comprehensive set of software, automated procedures and institutional processes that form a single automated system to support activities across all departments throughout the institution Peripheral Applications software applications which share data with and are used to enhance the mainframe/ERP applications External Applications software applications and/or other data which are not connected to the mainframe/ERP applications but are used to support the operations of the College Application: Accounts Payable Accounts Receivable Admissions Definition: used to process all non-payroll related payments and issue annual 1099 forms used to issue invoices and credits and apply payment to nonstudent accounts used to track paperwork and process coordination associated with processing and tracking applications received and admitting students to the College; including high school transcript evaluation and international student admittance used to track activities related to assisting students with academic and/or career planning used to track student and volunteer activity used to track and manage alumni relationships point of sale system and inventory management for bookstore operations used to plan and prepare the Colleges financial planning documents web based interface to provide a single point of entry for student related automated services used to identify, track, and manage all course offerings (both credit and non-credit) used to integrate data from the various operational systems to provide efficient data analysis and reporting used to evaluate student progress towards degree or certificate completion used to track registered student orientation used by the Foundation to track and manage relationships with current and potential donors facilitates information retrieval and delivery used to maintain consistent syllabi across course offerings used for tracking of work orders and facility maintenance activities used to track usage of room and other usable space throughout

Advising Adult Literacy/GED/ESL Alumni Development Bookstore Budgeting Campus Portal Course Information Data Warehouse Degree Audit Distance Education Donor Management Enterprise Reporting E-Syllabus Facilities Management Facilities Scheduling

22

ERP Action Team Future ERP System Application Relational Diagram Definitions
(Main campus, Shah Center, University Center) Nelnet Faculty Loading Financial Aid the College campus

Fitness Center Fixed Assets Food Service General Ledger Grading & Transcripts Graduation Grants Human Resources Judicial/Security Applications Institutional Research Kids on Campus Library Non-credit Registration Payroll PR-GIS Corporate and Continuing Education Purchasing Registration STAIRS/DAIS-I Student Accounts Student Demographics Student Recruitment

third party payment plan processor that the College transmits to and receives information from used to track and manage the assignments of all faculty used to package federal & state grants, loans, scholarships, etc. and award and disburse financial aid & perform various processes to assure compliance with regulations membership tracking used to track and manage both capital and non-capital equipment owned by the College point of sale system and inventory management for food service operations used to record and summarize all financial transactions of the College used for grade management (including grade entering and change) and evaluation of transcripts and credentials used for graduation evaluation and related activities used to track grant information (application, reporting, etc.) used to track and maintain employee and applicant information used to track all security incident information and student judicial/disciplinary actions various databases used to track a variety of information and report to internal and external stakeholders Used to track qualifications and fee schedules used to maintain library collection and check out materials to cardholders used for non-credit hour generating course scheduling and registration for programs, workshops, seminars, etc. used to process employee payroll mapping software used by marketing department Used to track program participants (past and future) for marketing purposes used to generate purchase orders for the procurement of goods and services used to register, withdraw, and evaluate fulfillment of prerequisites for both credit and non-credit classes used to report adult education grant information to the state used to accept payment from students and manage student account balances Used to track and monitor student information related to tutoring, special needs, student clubs, etc. used to track activity related to identifying potential students

23

ERP Action Team Future ERP System Application Relational Diagram Definitions
Trips Web-based Course Delivery Work Keys and marketing appropriate program offerings Tracking additional information related to trip and tours not maintained in student information used to manage delivery of course materials via the web testing services provided for students and customers

24

ID

Task Name

Duration

Resource Names AQIP Team Steering Comm. Proj Team Proj Team Board/ Admin All Areas IT/ CS Depts. Proj Team All Areas
Proj Team, Key Users

2006 Sep Oct Nov Dec Jan Feb Mar Apr May

2007 Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May

2008 Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May

2009 Jun Jul Aug Sep Oct Nov Dec

1 2 3 4 5 6 7 8 9 10 11 12

Project planning AQIP Steering Team Approval Business and operational analysis including gap analysis RFP process and product selection Board Approval Business process reengineering Test Installation and configuration Project team training Business requirements mapping to software Module configuration System modification and interfaces Data conversion Interface Development for external systems Custom documentation Conference room pilot Acceptance testing End User Training Go Live Post implementation audit and support

90d 0d 20d 35d 0d 144d 34d 39d 160d 74d 90d 109d

IT/ CS Depts IT/ CS Depts IT/ CS Depts Proj Team

Proj Team, Key Users Proj Team, Key Users

13

101d

14

48d

15

180d

16

80d

17

44d

Everyone

18

27d

Everyone Proj Team, IT/ CS Dept

19

85d

25

Updated 03/14/07

McHenry County College ERP Action Plan

Lay groundwork for implementation process, identify key project roles.

Planning and Analysis

Evaluate current system

Evaluate needs & requirements that will drive the ERP implementation.

Define application parameters to meet specifications

Design and Development

Evaluate needs & requirements that will drive the ERP implementation.

Implement New ERP System

Select product & operating system incorporating all data requirements.

Build and Test

Testing and Training

Facilitate business process changes

Determine timing and type of training required.

Finalize deployment & data conversion plan

Deployment

implement new ERP system

Monitor system and train users

26

3/9/2007

Begin Process Mapping Process

Process Mapping Process

Identify target process

Notify department administrator that mapping is required and ask for okay and contact person.

Request a meeting with contact person (could be the administrator).

Ask contact person if there is documentation for process.

Is there documentation?

No

Yes

Contact creates or has someone else create documentation

Is contact willing to do process mapping?

Yes

Meet with contact to go over process map to correct omissions, additions and/or mapping errors.

No

Meet with contact and give instructions

Were there changes?

Receive documentation from contact

Yes

Make requested modifications.

Create process map from documentation

Ask contact person if there is documentation for process.

No

Received documentation & mapping from contact

Contact person and administrator sign off on process.

1
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End Process Mapping Process

Section 5 - Action Team Recommendations and Steering Committee Feedback Form Action Team Recommendations 1. Create an ERP Project Management Team to include the following employees: AVP of Human Resources AVP of Finance AVP of Information Technology AVP of Learning and Student Support Services Associate Director of Computing Services Executive Dean (one to be selected) Executive Dean of Corporate and Continuing Education Director of Institutional Research and Planning 2. Accept the project plan as developed by this Action Team 3. Board presentation of project plan 4. After approvals, charge project management team to move forward with project plan Steering Committee Feedback Comments Action Team Updates Comment

Yes/No Modified Yes

Date

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McHenry County College - Assessment Impact By Department, Program, Committee Obj... Page 1 of 2

Assessment Impact
McHenry County College ACT 20076 ERP
Objective: Start Date: End Date: Status: Assessment Plan Review Process: Method
Approval

Approval - Approval from Board of Trustees to move forward with project plan. [ v t c j b O e d i H ] l a D

Open

Assessment Methods Being Used Criterion How often will you collect / analyze data?

What will you do with this data?

Objective: Start Date: End Date: Status: Assessment Plan Review Process: Method
Completion

Business Process Re-Engineering - 100% of ERP system processes documented and revised v t c j b O e d i H ] l a D where necessary. [

Open

Assessment Methods Being Used Criterion How often will you collect / analyze data?
100% completion prior to July 1, 2009.

What will you do with this data?

Objective: Start Date: End Date: Status: Assessment Plan Review Process: Method
Completion

Develop project plan - Develop project plan for ERP transformation. [ v t c j b O e d i H ] l a D

Open

Assessment Methods Being Used Criterion How often will you collect / analyze data?

What will you do with this data?

Objective: Start Date: End Date: Status: Assessment Plan Review Process:

SP - ERP - To successfully implement a new ERP system by FY2010. [ v t c j b O e d i H ] l a D

Open

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McHenry County College - Assessment Impact By Department, Program, Committee Obj... Page 2 of 2

Method
Auditor's Management Letter Comments Survey of user satisfaction

Assessment Methods Being Used Criterion How often will you collect / analyze data?
Clean opinion and no significant At the end of the fiscal year. comments. At least 75% of users will rate the new system as an improvement. 12 months after implementation

What will you do with this data?

Observations Observation
03/20/2007 -- SP - ERP DESCRIPTION: Current ERP system is outdated and inefficient. TYPE: Problem / Limitation

Proposed Transformations
03/20/2007 -- Document and reengineer current processes and develop an employee training program to prepare for the implementation of a fully integrated ERP system.

Follow-Up

Resolved
No

May 1, 2007

Generated by TracDat a product of Nuventive

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http://tracdat.mchenry.edu:8080/TracDat/tracdat/reports/reportAssessImpact_DeptObj_Deta... 5/1/2007

ERP
McHenry County College Action Team Final Report May 2, 2007

ERP Action Team

Jim Batson [Leader] Associate Director of Computing Services Todd McDonald [Scribe] Assistant Vice President of Finance Sherry Hodnik [Digital Illustrator] Business Analyst Gwen Koehler Dean of Corporate and Continuing Education Sandra Moll Director of Employment Services/Affirmative Action Laura McGee Coordinator of Financial Aid/Veteran Services Missy Spengel Secretary/Department Chairs of Humanities Donald Quirk Director of Institutional Research & Planning Marilyn Weniger Director Student Development Sponsors: Ron Ally Vice President Administrative Services/Treasurer Walter Packard - President

Action Project Statement

Develop an action plan and timeline for ERP system transformation that includes the scope of a future system and establishes processes to identify the new system requirements.

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What is an ERP System?

An Enterprise Requirements Planning System for MCC is a comprehensive set of software, automated procedures and institutional processes that form a single automated system to support and integrate activities across all departments throughout the institution.

Current ERP System

There is no current ERP System. The current computer system is antiquated and does not interface readily with the multitude of collegewide applications.

Rationale for Action

Replace or enhance current system Current system is outdated and approaching end of life. Annual maintenance costs continue to increase both in terms of expense paid to outside vendors and internal modifications. Various consultants have suggested that the college replace the current system in order to improve operational efficiencies, data integrity, access, and system reliability.

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Weaknesses in Current System

ERP Cause and Effect Diagram
Technical
Hardware capability

Resources
Lack of skilled support Little used technical skills Age (Retired)

High cost Limited expansion Increasing maintenance costs

Age of application Decreased support

Restricted ad hoc data access System deficiencies & complexity

Data organization Lack of data dictionary

Tight resources ($)

External system integration difficulties No relational DB Data Redundancy

Weaknesses in current system

Resistance to change Comfort w/current system Data integrity Limited data validation Data ownership Lack of information Lack of time No training Lack of documentation Many work-arounds Non-traditional Keyboard Not intuitive Difficult to use

People

Supplemental systems (local) System short-comings

Methods

Current Mainframe Relational Diagram

Future

Future Relational Diagram

Before

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Gantt Chart
ID Task Name Duration Resource Names AQIP Team Steering Comm. Proj Team Proj Team Board/ Admin All Areas IT/ CS Depts. Proj Team All Areas
Proj Team, Key Users
2006 Sep Oct Nov Dec Jan Feb Mar Apr May 2007 Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May 2008 Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May 2009 Jun Jul Aug Sep Oct Nov Dec

1 2

Project planning

90d 0d 20d 35d 0d 144d 34d 39d 160d 74d 90d 109d

AQIP Steering Team Approval Business and operational analysis 3 including gap analysis
4 5 6 7 8 9 10 11 12

RFP process and product selection Board Approval Business process reengineering Test Installation and configuration Project team training Business requirements mapping to software Module configuration System modification and interfaces Data conversion

IT/ CS Depts IT/ CS Depts IT/ CS Depts Proj Team

Proj Team, Key Users Proj Team, Key Users

Interface Development for external 13 systems

14

101d

Custom documentation Conference room pilot Acceptance testing End User Training Go Live Post implementation audit and support

48d

15

180d

16

80d

17

44d

Everyone

18

27d

Everyone Proj Team, IT/ CS Dept Updated 03/14/07

19

85d

Recommendations:
Create an ERP Project Management Team Accept the project plan as developed by this Action Team Board presentation of project plan After approvals, charge project management team to move forward with project plan

Outcomes Measures
Successful implementation of new ERP system. External clean audit opinion and no significant comments in FY10 Management Letter. Internal user satisfaction (12 months after implementation) of at least 75% of users.

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Performance Targets
Spring 2007 Action Team will develop overall action plan. ERP Project Management Team will execute project plan. New ERP System will go live on July 1, 2009.

THANK YOU! Questions?

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