Description
problems in ASP that SAP is helpful in addressing?, is it a right decision to implement an integrated system for NU, Is there a fit between sap r/3 and NU processes, What are the strengths and weaknesses of sap r/3 for NU?.
THE HISTORY SO FAR…
Municipal University of Ohama became a Association of part American Universities Graduate Education Inception
Kearney State College became a part
1991 1909
1968
1903
Feb 15 1869
MISSION
? To afford the inhabitants of this state with
means of acquiring a through knowledge of various branches of literature, science and arts
A LOOK AT THE GEOGRAPHIC SPREAD
55 mi 131 mi
THE UNIVERSITY IS HUGE
400- Departments 1000 – online information access
150000 – orders/invoices
360000 – electronic transactions
1.1 Bn – Budget for 1998-99
THE PROPOSAL – ANGLE REPORT
? April 1995 – Review of the current administrative process and
the current best practices in the business sector
? Financial System Task Force (FSTF) is formed. ? Solicit proposals to replace the financial management system ? Upgrade the current system to be 2000 compliant
CURRENT SYSTEM DEFICIENCIES
Integration Y2K issue Unresposnive
No openness and operability
unfriendly software platform
Limited Functionality
Disparate Information System
Costly to operate
PUBLIC SECTOR SUBSIDIARY
SAP America launched SAP America Public Sector Inc. on August 4,1997. Tasks to be addressed:? Dedicated consulting, implementation and training services for public sector customers.
Certain key features of the Press Release:? To help Government entities to streamline and improve upon outdated processes. ? SAP Public Sector will provide best business practices to help public sector org to establish log-term planning and update programs. ? Will also address functional and technological demands of public sector organizations.
SAP at University of Nebraska
Consensus from each campus regarding replacement of current financial system software and the HRM system. • The Board of Regents gave approval for purchase of R/3 client –server software for SAP on September 5,1997. • Additional approval was given to have IBM as the implementation provider for the software. Stated Benefits from SAP:• One integrated business system • Faster access, cost effective. • Empower users, facilitate process redesign • Implementation of best business practices
PROJECT ORGANIZATION AND TIMELINE
•Jim Buckler, Controller for University of Nebraska Medical Center named Project Manger.
•The core project team had
•Project Administrator, an Integration Coordinator, 8 project team leaders, 15-20 resources as extended team members. •5 functional and 3 support teams •60 Campus Primary resources, 25 Technical resources, Campus transition teams •Financial System Task Force acted as the steering committee. •Implementation partner for the project- IBM Global Consulting
PROJECT ORGANIZATION AND TIMELINE
Phases of Administrative System Project
Preparation Team Orientation Define Business Requirements Define Project Scope Define current and future business functions and processes R/3 system training for project team members Analysis of end user training and documentation needs Map future business functions and process of R/3 functionality Develop a prototype configuration Identification and design of interfaces, conversion programs and reports Detailed functional configuration Finalizing generation of technical programs and reports Quality assurance testing User training Cutover to production
Analysis
Design
Implementation
PROJECT SCOPE
•Integrating the University operations. •Defined in the preparation phase and modified in the analysis phase. •System development, conversion, and implementation activities necessary for functioning.
FIT BETWEEN SAP R/3 AND NU PROCESSES
Fit- Gap analysis conducted in Design phase reflected Average percentage of fit between University Business Functions and SAP R/3 systems was 60% Budgeting and Funds Management business functions demonstrated least percentage of fir with SAP R/3 systems- 30% 53 specific gaps identified 14 considered critical, to ensure fully configured system
Critical success factor
Require programming changes Impacts
Cost Overruns , Extending Deadlines, Resources, Complex, Training
STRENGTHS AND WEAKNESSES OF SAP R/3
Specific package for public sector
Best Business Practices
Integrated business
Empowers Users
Strengths
Faster access
Cost Effective
Y2K problem
STRENGTHS AND WEAKNESSES OF SAP R/3
Impacting success of project
Weakness
Requiring core programming changes 60% fit
AVAILABILITY OF RESOURCES
? Identifying and obtaining resources
? Requirement – minimum 8 man years effort. ? Concern about stability of consulting resources
FIT-GAP ANALYSIS
? FIT – Extend to which desired business function are
included in the ERP package
? GAP – difference between desired business function
and the functionality provided in the ERP.
? Design phase analysis result
- 53 specific gaps(14 critical) between SAP’s functionality and desired business process.
CRITICAL GAPS
• MULTIPLE ASSIGNMENTS
• MULTIPLE HOURLY RATE
• FEDERAL WORK STUDY
• NON-RESIDENT ALIEN • EEO-6 REPORT • TAX INTERFACE WITH BSI • MULTIPLE FUNDING
CRITICAL GAPS
• PAYROLL SIMULATION
• ANNUAL SALARY UPDATES • POSITION MANAGEMENT • POSITION SALARIES TO WBS ELEMENTS • BALANCED BUSINESS AREAS • INTERNAL SALES MARK UP • EMPLOYEE TRAVEL
IMPACTING THE FUTURE
? MEETING
- DEDICED TO RESOLVE THESE CRITICAL GAPS IN 18
DAYS - PROBLEM – few required programme changes which can only be carried out by SAP - OPTIONS – provided by sap
- To give on-site developers to incorporate desired funtionality(cost
unknown)
- To develop temporary solution(bolt-on programs) - To postponed the implementation activities. - University delays payroll untill phase II
Questions
Q1. What
role does IT play in NU?
? To support a network of 400 departments and 1000 users accessing online
information, IT becomes a vital factor in the functioning.
? 3,60,000 paychecks and 1,50,000 orders/invoices to be released every year.
Manual control in such a detailed process is cumbersome, thus IT again plays an important role.
? To integrate the processes of financial management, budgeting, human
resources, payroll systems and related business activities.
Q2. Problems in ASP that SAP is helpful in addressing?
• Most important is that it will transform the operational business infrastructure of the University into one integrated enterprise solution in the areas of FM, budgeting, HR, payroll systems and related business activities. • The outdated and unfriendly user platform will be removed. • Cost effective as the current multiple shadow systems are costly to operate.
Q2. Is it a right decision to implement an integrated system for NU?
? SAP R/3 was arranged into distinct functional modules, covering the typical
functions in place in an organization. The most widely used modules were FICO, HR, MM , S&D and PP.
? At NU, 3 of these mentioned modules fit suitably and further stress on the
implementation of SAP R/3 as an integrated system. This establishes the
viability of the project.
Q3. Is there a fit between sap r/3 and NU processes?
Fit- Gap analysis conducted in Design phase reflected Average percentage of fit between University Business Functions and SAP R/3 systems was 60% Budgeting and Funds Management business functions demonstrated least percentage of fir with SAP R/3 systems- 30% 53 specific gaps identified 14 considered critical, to ensure fully configured system Critical success factor Require programming changes Impacts
Cost Overruns , Extending Deadlines, Resources, Complex, Training
Q3. What are the strengths and weaknesses of sap r/3 for NU?
Specific package for public sector
Best Business Practices
Integrated business
Empowers Users
Strengths
Faster access
Cost Effective
Y2K problem
Q3. What are the strengths and weaknesses of sap r/3 for NU?
Impacting success of project
Weakness
Requiring core programming changes
60% fit
Q5 : Challenges before and after Y2K
? Before Y2K
? Uncertainties attached to an ERP implementation ? Lack off the university staff to adapt to the new technologies ? Resource constraint and hence problems in timely completion of the
project
Q5 : Challenges before and after Y2K
? After Y2K
? The Y2K bug - Is one of the universities biggest concern.
doc_919193235.pptx
problems in ASP that SAP is helpful in addressing?, is it a right decision to implement an integrated system for NU, Is there a fit between sap r/3 and NU processes, What are the strengths and weaknesses of sap r/3 for NU?.
THE HISTORY SO FAR…
Municipal University of Ohama became a Association of part American Universities Graduate Education Inception
Kearney State College became a part
1991 1909
1968
1903
Feb 15 1869
MISSION
? To afford the inhabitants of this state with
means of acquiring a through knowledge of various branches of literature, science and arts
A LOOK AT THE GEOGRAPHIC SPREAD
55 mi 131 mi
THE UNIVERSITY IS HUGE
400- Departments 1000 – online information access
150000 – orders/invoices
360000 – electronic transactions
1.1 Bn – Budget for 1998-99
THE PROPOSAL – ANGLE REPORT
? April 1995 – Review of the current administrative process and
the current best practices in the business sector
? Financial System Task Force (FSTF) is formed. ? Solicit proposals to replace the financial management system ? Upgrade the current system to be 2000 compliant
CURRENT SYSTEM DEFICIENCIES
Integration Y2K issue Unresposnive
No openness and operability
unfriendly software platform
Limited Functionality
Disparate Information System
Costly to operate
PUBLIC SECTOR SUBSIDIARY
SAP America launched SAP America Public Sector Inc. on August 4,1997. Tasks to be addressed:? Dedicated consulting, implementation and training services for public sector customers.
Certain key features of the Press Release:? To help Government entities to streamline and improve upon outdated processes. ? SAP Public Sector will provide best business practices to help public sector org to establish log-term planning and update programs. ? Will also address functional and technological demands of public sector organizations.
SAP at University of Nebraska
Consensus from each campus regarding replacement of current financial system software and the HRM system. • The Board of Regents gave approval for purchase of R/3 client –server software for SAP on September 5,1997. • Additional approval was given to have IBM as the implementation provider for the software. Stated Benefits from SAP:• One integrated business system • Faster access, cost effective. • Empower users, facilitate process redesign • Implementation of best business practices
PROJECT ORGANIZATION AND TIMELINE
•Jim Buckler, Controller for University of Nebraska Medical Center named Project Manger.
•The core project team had
•Project Administrator, an Integration Coordinator, 8 project team leaders, 15-20 resources as extended team members. •5 functional and 3 support teams •60 Campus Primary resources, 25 Technical resources, Campus transition teams •Financial System Task Force acted as the steering committee. •Implementation partner for the project- IBM Global Consulting
PROJECT ORGANIZATION AND TIMELINE
Phases of Administrative System Project
Preparation Team Orientation Define Business Requirements Define Project Scope Define current and future business functions and processes R/3 system training for project team members Analysis of end user training and documentation needs Map future business functions and process of R/3 functionality Develop a prototype configuration Identification and design of interfaces, conversion programs and reports Detailed functional configuration Finalizing generation of technical programs and reports Quality assurance testing User training Cutover to production
Analysis
Design
Implementation
PROJECT SCOPE
•Integrating the University operations. •Defined in the preparation phase and modified in the analysis phase. •System development, conversion, and implementation activities necessary for functioning.
FIT BETWEEN SAP R/3 AND NU PROCESSES
Fit- Gap analysis conducted in Design phase reflected Average percentage of fit between University Business Functions and SAP R/3 systems was 60% Budgeting and Funds Management business functions demonstrated least percentage of fir with SAP R/3 systems- 30% 53 specific gaps identified 14 considered critical, to ensure fully configured system
Critical success factor
Require programming changes Impacts
Cost Overruns , Extending Deadlines, Resources, Complex, Training
STRENGTHS AND WEAKNESSES OF SAP R/3
Specific package for public sector
Best Business Practices
Integrated business
Empowers Users
Strengths
Faster access
Cost Effective
Y2K problem
STRENGTHS AND WEAKNESSES OF SAP R/3
Impacting success of project
Weakness
Requiring core programming changes 60% fit
AVAILABILITY OF RESOURCES
? Identifying and obtaining resources
? Requirement – minimum 8 man years effort. ? Concern about stability of consulting resources
FIT-GAP ANALYSIS
? FIT – Extend to which desired business function are
included in the ERP package
? GAP – difference between desired business function
and the functionality provided in the ERP.
? Design phase analysis result
- 53 specific gaps(14 critical) between SAP’s functionality and desired business process.
CRITICAL GAPS
• MULTIPLE ASSIGNMENTS
• MULTIPLE HOURLY RATE
• FEDERAL WORK STUDY
• NON-RESIDENT ALIEN • EEO-6 REPORT • TAX INTERFACE WITH BSI • MULTIPLE FUNDING
CRITICAL GAPS
• PAYROLL SIMULATION
• ANNUAL SALARY UPDATES • POSITION MANAGEMENT • POSITION SALARIES TO WBS ELEMENTS • BALANCED BUSINESS AREAS • INTERNAL SALES MARK UP • EMPLOYEE TRAVEL
IMPACTING THE FUTURE
? MEETING
- DEDICED TO RESOLVE THESE CRITICAL GAPS IN 18
DAYS - PROBLEM – few required programme changes which can only be carried out by SAP - OPTIONS – provided by sap
- To give on-site developers to incorporate desired funtionality(cost
unknown)
- To develop temporary solution(bolt-on programs) - To postponed the implementation activities. - University delays payroll untill phase II
Questions
Q1. What
role does IT play in NU?
? To support a network of 400 departments and 1000 users accessing online
information, IT becomes a vital factor in the functioning.
? 3,60,000 paychecks and 1,50,000 orders/invoices to be released every year.
Manual control in such a detailed process is cumbersome, thus IT again plays an important role.
? To integrate the processes of financial management, budgeting, human
resources, payroll systems and related business activities.
Q2. Problems in ASP that SAP is helpful in addressing?
• Most important is that it will transform the operational business infrastructure of the University into one integrated enterprise solution in the areas of FM, budgeting, HR, payroll systems and related business activities. • The outdated and unfriendly user platform will be removed. • Cost effective as the current multiple shadow systems are costly to operate.
Q2. Is it a right decision to implement an integrated system for NU?
? SAP R/3 was arranged into distinct functional modules, covering the typical
functions in place in an organization. The most widely used modules were FICO, HR, MM , S&D and PP.
? At NU, 3 of these mentioned modules fit suitably and further stress on the
implementation of SAP R/3 as an integrated system. This establishes the
viability of the project.
Q3. Is there a fit between sap r/3 and NU processes?
Fit- Gap analysis conducted in Design phase reflected Average percentage of fit between University Business Functions and SAP R/3 systems was 60% Budgeting and Funds Management business functions demonstrated least percentage of fir with SAP R/3 systems- 30% 53 specific gaps identified 14 considered critical, to ensure fully configured system Critical success factor Require programming changes Impacts
Cost Overruns , Extending Deadlines, Resources, Complex, Training
Q3. What are the strengths and weaknesses of sap r/3 for NU?
Specific package for public sector
Best Business Practices
Integrated business
Empowers Users
Strengths
Faster access
Cost Effective
Y2K problem
Q3. What are the strengths and weaknesses of sap r/3 for NU?
Impacting success of project
Weakness
Requiring core programming changes
60% fit
Q5 : Challenges before and after Y2K
? Before Y2K
? Uncertainties attached to an ERP implementation ? Lack off the university staff to adapt to the new technologies ? Resource constraint and hence problems in timely completion of the
project
Q5 : Challenges before and after Y2K
? After Y2K
? The Y2K bug - Is one of the universities biggest concern.
doc_919193235.pptx