![4 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools 10
▪ Align on Expectations
▪ Define Scope
▪ Define Benefits
▪ Clear Roadmap
▪ Stakeholder Consensus
Begin with the End in Mind
"[Navigator] amasses a great deal
of knowledge down to the detail
level, but also thinks and plans
strategically. [Navigator] always
focuses on the best business and
organizational outcomes"
-- Associate Vice President, Office
Human Resources, The Ohio State
University
Begin with the
End in Mind
Manage the
Change
Active
Governance
Other Lessons
Learned
Proactive
Project
Management](https://image.slidesharecdn.com/kerznerprojectoftheyearpresentation-howtoimplementanerpandremainfriends-180625192707/85/How-to-Implement-an-ERP-and-Still-Remain-Friends-Kerzner-Project-of-the-Year-4-320.jpg)
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- 4. 4 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools 10 ▪ Align on Expectations ▪ Define Scope ▪ Define Benefits ▪ Clear Roadmap ▪ Stakeholder Consensus Begin with the End in Mind "[Navigator] amasses a great deal of knowledge down to the detail level, but also thinks and plans strategically. [Navigator] always focuses on the best business and organizational outcomes" -- Associate Vice President, Office Human Resources, The Ohio State University Begin with the End in Mind Manage the Change Active Governance Other Lessons Learned Proactive Project Management
- 6. 6 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools Align on Expectations What problems were we trying to solve? Cleveland Metropolitan Schools has committed to transforming the school district by investing in the CMSD central office to: • Provide targeted services that are effective and efficient for schools to focus on education and learning • Ensure that the district hires and retains the best available talent • Efficiently and effectively manage limited resources • Provide best practices and continuous improvement to CMSD support services • Enhance community perception of CMSD • Comply with Federal, State, and Local laws, regulations, policies and guidelines • Support school autonomy What was our vision for success? The CMSD Workday program will achieve increased operational effectiveness and efficiencies in business processes enabling focused education and learning with flexibility to support future 21st century school initiatives 9 Strategic Imperatives 42 Program Objectives 67 Measurable Success Factors Strategic Intents Program Objectives Success Factors
- 9. 9 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools Clear Roadmap 2015 2016 Jul - Sept Oct - Dec Jan - Mar Apr - June Jul - Sept Oct - Dec 2017 Jan - Mar Apr - Jun Full Workday HCM Suite (HCM Core, Compensation, Talent, Benefits, Recruiting, Payroll, Time Tracking, and Absence) Training Go Live Dec 17, 2016 Full Workday Financial Suite (Finance Core, Assets, Cash Management, Cust Accounts, Expenses, Financial Accounts, Grants, Procurement, Projects, Suppliers, and Supplier Accounts) Training Go Live July 1, 2017 Program Alignment
- 11. 11 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools 10 ▪ Change Realities ▪ The Work of Managing Change ▪ Impact of Culture ▪ Adopt Workday Best Practices Managing the Change Begin with the End in Mind Manage the Change Active Governance Other Lessons Learned Proactive Project Management
- 12. 12 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools Change Realities OCM “Does”… OCM “Does Not”… + Focus on managing the “people” side of change + Use a framework for managing the effect of change + Leverage research on best practices and lessons learned + Minimizes resistance and performance dip + Eliminate resistance + Remove the ‘implementation’ dip
- 14. 14 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools Communications Marketed the change, encouraging 2-way dialogue to reduce resistance and barriers to the change The Work of Managing Change Change Alignment & Readiness Monitoring ü Assessed what’s changing, how big is it, who is impacted ü Created change strategy, change plan and communication plan ü Aligned change plans with overall project management plans ü Prepared the Change Team ü Monitored metrics & feedback channels ü Assessed ‘how’ stakeholders were impacted throughout the project Change Network Engaged & equipped leaders (at all levels) around a common vision to lead the change Training & Knowledge Transfer Equipped stakeholders with knowledge & skills to perform in their future state
- 16. 16 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools Adopt Workday Best Practices Configure Customize • Be open to change and resist the following: • We’ve been doing it this way for 25 years • It won’t work at our district • It needs further investigation • It’s too much trouble to change • Our district is different • You can’t teach an old dog new tricks • I don’t like it • The regulations say … (show me) • We’re not ready to do something different
- 17. 17 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools 10 ▪ Program Team Structure ▪ Active Leadership Engagement Active Governance Begin with the End in Mind Manage the Change Active Governance Other Lessons Learned Proactive Project Management
- 19. 19 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools Active Leadership Engagement 36% 40% 73% 85% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Sponsor was very ineffective (average score < 2) Sponsor was ineffective (average score between 2 and 3) Sponsor was effective (average score between 3 and 4) Sponsor was very effective (average score between 4 and 5) Correlation of sponsor effectiveness to meeting project objectives Sponsor effective rating average Percentofrespondentsthatmet orexceededprojectobjectives © Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
- 20. 20 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools 10 ▪ Cloud Implementation Impacts ▪ Effective use of Project Metrics ▪ Comprehensive Testing ▪ Organize for Long-Term Success Proactive Project Management Begin with the End in Mind Manage the Change Active Governance Other Lessons Learned Proactive Project Management
- 22. 22 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools Cloud Implementation Impacts • Review project scope • Develop project work plan • Define project team roles and responsibilities • Define communication plan • Initial Prototype (P0) • Financial Data Model • Project Kick-off • Current Business Practice Discovery • Conceptual Design Sessions • Detailed Business Process Design • Solution/Gap Analysis • Update Project Charter & Plan • Document design decisions • Configuration Prototype (P1) • Develop Reports & Integrations • Communicate Tenant Strategy • Develop Testing & Training Strategy • Final Configuration Prototype (P2) & Full Data Conversion • End to End Testing • Prototype 3 (P3) • User Acceptance Testing • Parallel Testing • Smoke Test for each Tenant • Training and Roll-Out • Gold Tenant • Production Data Conversion & Configuration • Go-Live Checklist • Transition to Production Services • Project Close Test Configure & Prototype Deploy Architect Plan Education & Training Delivery Assurance Customer Success
- 23. 23 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools Effective use of Project Metrics Steering Committee Program Dashboard • Schedule Performance Index (SPI) • Cost Performance Index (CPI) • One Page Summary of Program Status Finance Procurement Milestones Status Baseline Forecast Complete / Test all scenarios 11/30/2016 12/23/2016 Unit Test Defect Resolutions (90% Pass Rate) 9/23/2016 1/20/2017 Integration Development & Unit Testing 1/4/2017 1/4/2017 Data Conversions 1/19/2017 1/27/2017 End-to-End Testing Preparation 1/20/2017 1/27/2017 End-to-End Testing 2/16/2017 2/24/2017 Accomplishments Program § Ongoing program governance meetings – Steering Committee § Project team communication meetings Accomplishments HCM Payroll § Completed integration testing for benefit integrations § Completed deployment planning § Began executing go-live communication plan § HCM Payroll Go-Live § Started Post Production Support Accomplishments Finance Procurement § Continued to document and test all functional test scenarios – 95% complete § Continued Unit Testing defect resolution process – 63% complete § Completed integration development and testing Vision Statement The CMSD Workday program will achieve increased operational effectiveness and efficiencies in business processes enabling focused teaching and learning with flexibility to support future 21st century school initiatives High Level Plan December 2016 CMSD Workday Program Status Report Risks • Legacy Data – Workday data quality limited by legacy data quality • Union Contracts – Ongoing negotiation impacts on Workday configurations • Resource availability – Key resources are being pulled in multiple directions • Scope creep – Changes to established scope must be managed • Process changes – Using updated workday processes in lieu of known practices • Testing – District test lead/coordinator, testing preparation, and testing executionLegend On Schedule Late At Risk Complete CPI ($363K) Inefficient Efficient SPI (-2 days) Project Late Project Early 0.99 1.04 Next Steps HCM Payroll § Continue Post Production Support § Continue executing go-live communication plan § Begin transitioning support to CMSD personnel Next Steps Finance Procurement § Complete documentation of all test scenarios § Complete the testing of all test scenarios § Complete unit testing defect resolution process (90% pass rate) § Complete preparation for end-to-end testing § Define and link all business processes / test scenarios § Document end-to-end test scenarios § Define and schedule test cycles § Begin end-to-end testing Trend Current Phase Workday Milestones – System Selection and Program Alignment HCM Payroll Milestones Status Baseline Forecast ESS Training 12/9/2016 12/9/2016 Gold Build 12/9/2016 12/9/2016 HCM Payroll Go-Live 12/17/2016 12/17/2016 Post Production Support 1/27/2017 1/27/2017 Phase Start: 12/10/2016 Phase End: 5/12/2017 Days Remaining: 132 Project Start: 7/7/2014 Project End: 9/30/2017 Days Remaining: 273 Phase Start: 11/26/2016 Phase End: 1/12/2017 Days Remaining: 12 FY2016 FY2017 FY2018 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Program Alignment HCM & Payroll General Ledger Phase 1 Finance & Procurement Control and Monitor CMSD Workday Program
- 25. 25 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools Organize for Long Term Success Program/Project Manager Workday Future Project Management Structure • Project Organization – group changes into logical implementation projects • Project Roadmap – project scheduling • Project Management – Manage project work • Testing Coordination – Test planning / scheduling Change Manager • Stakeholder Engagement • Communications / Building Project Awareness • Project training updates • User Acceptance Testing Workday Payroll Functional Lead Workday Procurement Functional Lead Workday Talent Functional Lead Workday Finance Functional Lead Reporting Analyst Integration Analyst Security Analyst • Workday Support Roles will have operational and project responsibilities Certified Workday Payroll Consultant Certified Workday Procurement Consultant Certified Workday HCM Consultant Certified Workday Financial Consultant Certified consultants used for the following roles • Backfill for functional area specialist roles • Life line for functional area specialists • Impact Assessments • Complex functional configurations (projects) Note – specific project roles will vary based upon specific project requirements
- 26. 26 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools 10 ▪ Functional versus Technical Ownership ▪ Understand your Business Processes ▪ HCM Payroll Business Processes ▪ Finance Procurement Business Processes ▪ Test, Test, and then Test again ▪ Use/Validate Training Materials during Testing ▪ Cross Functional Collaboration Other Lessons Learned Begin with the End in Mind Manage the Change Active Governance Other Lessons Learned Proactive Project Management
- 27. Future State Finance & Procurement Business Processes As of May 3, 2017 Step 1: Financial Controls Step 2: Procure Step 3: Pay Step 5: Report Step 4: Settle The following are Finance setup business processes that provide financial controls for other business processes • Financial Data Model • Budget Development (E) • Budget Structure Config (E) • Grant & Award Setup • Budget Load • Budget Approval • Create a Position (HCM) • Supplier Setup • Supplier Maintenance • Project Setup • Project Maintenance • Customer Contract • Customer Setup • Board Resolutions (E) The following are employee or vendor facing business processes that capture or update financial business process setups • Budget Amendment • Supplier Portal • Supplier Request • Supplier Change Request CMSD Responsible Groups: • Budgets & Grants • Procurement • Cash Management, Accounts Receivable, & Financial Reporting • Accounts Payable • Office of the CFO The following are Procurement business processes executed by members of the Procurement team • Budget Check • Issue Purchase Order • Close Purchase Order • Request for Quote • Invitation to Bid (E) • Request for Proposal (E) • Internal Service Delivery • Track Assets The following Procurement Processes are employee facing business processes • Requisitions • Purchase Order • Cancel Purchase Order • Edit Purchase Order • Change Order • Supplier Contract • Cancel Supplier Contract • Edit Supplier Contract • Amend Supplier Contract • Receiving • Return • Internal Service Order • Internal Service Delivery • Spend Authorization CMSD Responsible Groups: • Budgets & Grants • Procurement • Cash Management, Accounts Receivable, & Financial Reporting • Accounts Payable The following are Finance facing pay business processes. • Ad Hoc Payments • Supplier Invoices • Payroll Supplier Payments • Garnishment Remittance • Matching Pay processes are dependent upon the following employee business processes. • Expense Report CMSD Responsible Groups: • Budgets & Grants • Procurement • Cash Management, Accounts Receivable, & Financial Reporting • Accounts Payable The following are Finance facing business processes • Time & Effort Reporting • Grants Record Keeping (E) • Journal Entries • Period Close • Year End Close • Financial Reporting • Budgets & Grants • Procurement • Accounts Payable • Internal Audit The following can also be employee facing business processes • Financial Reporting CMSD Responsible Groups: • Budgets & Grants • Procurement • Cash Management, Accounts Receivable, & Financial Reporting • Accounts Payable • Internal Audit The following are Finance facing settlement business processes • Asset Disposal • Customer Invoicing • Receive Money • Deposits • Customer Refund • Customer Statement • Load Credit Transactions • Spend Amortization • Bank Reconciliation • Investments (E) • Self Insurance (E) • Debt Management (E) • Settlement CMSD Responsible Groups: • Budgets & Grants • Procurement • Cash Management, Accounts Receivable, & Financial Reporting • Accounts Payable IT Enterprise Applications will support CMSD functional teams by providing ongoing project management and change management services as well as technical assistance with complex functional configurations, security configuration updates, and complex reporting. Items marked with an (E) are business processes completed outside of Workday
- 28. 28 Future State HCM & Payroll Business Processes Step 1: Recruiting and Position Control Step 2: Onboarding & Talent Management Step 3: Time and Leave Step 5: Payroll Step 4: Benefits, Performance and Comp Recruiting and Position Control processes are dependent on the following manager facing business processes. • Create Job Requisition • Edit Job Requisition • Transfer Employee • Job Change • Promote Employee The following are Talent facing recruiting business processes. • Evergreen Requisition • Freeze Job Requisition • Close Job Requisition • Create a position • Edit a position • Job Postings • Application Process • Assess Candidates • Interview Process • Create a pre-hire • Create Offer • Hire a pre-hire • Add Additional Job • Assign Roles CMSD Responsible Groups: • Talent Acquisition • Finance Onboarding & Talent Management processes are dependent on the following employee facing business processes. • EE Profile Changes • Submit EE Resignation • Delegate Tasks The following are Talent facing onboarding and talent management business processes. • Onboarding • Background Checks • Licensing • EE Contracts • Health and Safety • Terminate Employee • Add Retirement Status CMSD Responsible Groups: • Talent Management • Labor and Employment Time and leave processes are dependent on the following employee facing business processes. • Request LOA • Request LOA Return • Request Time Off • Correct Time Off • Balance Visibility • Enter Time • Approve Time The following are Talent / Payroll facing time and leave business processes. • Time Off Plans • Carryover Balances • Accrual Calculations • Termination Payout • TT Eligibility Rules • Work Schedules • Holiday Calendars • Assign Pay Groups CMSD Responsible Groups: • Labor and Employment • Payroll The following Payroll processes generate results that are employee facing • Print Checks • Print Payslips The following are Payroll facing business processes. • Earning Codes • Enter Employee Data • Payroll Deductions • Garnishments • Review Payroll Results • 10 Month Employees • Pay Calendars • Run Pay Calculation • Off-cycle Events • Retro Payments • Create Settlement for Pay Groups • Settlement Runs • Review Check Register • Review Direct Deposit Register • Review ACH File • Complete Payroll CMSD Responsible Groups: • Payroll Benefits, Performance, and Compensation are dependent on the following employee facing business processes. • Open Enrollment • Process Life Event • Enroll Dependent • Beneficiary Add, Edit, or Update • Create Goals • Get Feedback • Request Comp Change • Request One Time Pay The following are Talent facing benefits, performance, and compensation business processes. • Terminate Benefits • COBRA • Retirement Savings Updates • Launch Performance Review • Add Reviewer • Calibration • Rating Defaulting • Print Schedule • Update Union Dues • Salary Plans • Job Profile Edits CMSD Responsible Groups: • Talent Operations • Talent Impact