IT STRATEGY BOARD April 26, 2019 AGENDA > Call to order IT - PowerPoint PPT Presentation

IT STRATEGY BOARD April 26, 2019

AGENDA > Call to order – IT Service Investment Board update > UW Finance Transformation update > UW Data Governance Structure – Summary of feedback and evaluation > Aligning IT > IT Project Portfolio Executive Review > Wrap up 2

IT Service Investment Board Update 3

UW Finance Transformation Update Ed Loftus Assistant Vice President for Finance Transformation 4

PROGRESS OF UWFT OVER PHASES – THE JOURNEY Since the Roadmap for Administrative Systems Modernization in 2008, UW has been on a path towards Financial Transformation, which each stepping stone building on the last Fina nanc nce Transfo nsformati ation n “Go Live” Present ent Fina nanc nce Transfo nsformati ation n Readine adiness ss 2014-20 2017  System em Confi figu gurati ation Fina nanc nce Syst stems s Strate ategy and d  Data Conver ersion on  Benchma marking ng and Data a Readine adiness ss  Integ egration n and Reports 2010-20 2013 Gather hering ng (Finance, nce, Devel elopm opment ent Procureme ment & Supply  Testing ng Chain)  Visioni ning ng Workshop op Fina nanc nce Syst stems s Needs ds  Training ng  Oper erati ating ng Model el Design gn  ERP Sourcing g Strategy gy – Asse sess ssment 2008 2008 Maturity Model el Worksho hops  Cut-over  Foundati ation on Data a Model el  ARIBA Extens ension and Prototyping ng  Gartner ner Assessme ment nt  Support  HRP Moder erni nization  HCM Workday Roadm admap ap for Administ inistrativ ive Go Go-Live  Initial al Hacket ett Syst stem Mode dernizati ization on Benchma marking ng  Workday ay Select cted for (Procu cureme ment) nt) Finance 5

TRANSFORMATION MATURITY CURVE – THE GOAL UW has made a decision to target a 3, and 4 where possible for the degree of transformation for the UWFT program, meaning there will be transformation of business processes as well as consolidation of services Techno nology ogy Enabled ed Busines ness Risk Mitiga gation Improve oveme ments nts Transforma mation 4 3 Automati ation n and Complet ete Standardization n of Service ces & Proces esses es ation n nizati gani ERP & All Proces ess ng Value to Orga 2 Redesign gn ERP & Select ct Proces ess easing Redesign gn 1 Increas ERP System m Replaceme acement nt Medium m – High degr gree e High degr gree e of trans nsfo format mation Low degr gree e on trans nsfo format mation Medium m deg egree ee of of trans nsfo formati ation trans nsfo formati ation Digital al Techn hnol ology ogy Enabler er Increas easing ng Focus on Trans nsfo format mation n and Innovati ation 6

THE ADOPTION OF A DESIGN PHASE > The Provost and President approved moving into a 6-month Design Phase prior to implementation > The decision to include a Design Phase is a natural outcome of the Readiness process, which remains on track to conclude at the end of June 2019 > This will better enable us to build the right plan to achieve our target level of transformation as it allows for: – Further definition of future state business processes and refinement of future state IT architecture based on business design – A resource plan that is better aligned with other major program timelines in collaboration with IT, UW Medicine and the ISC – Additional time and access for prototyping, improving policies and processes and focus on the operating model, and unit readiness/engagement 7

CONCEPTUAL OPERATING MODEL - GUIDANCE FROM SPONSORS We will use the following set of guidelines when defining the future state Operating Model for the University of Washington. Oper erati ating ng Model el Guidel elines nes Busine ness Strive to design common Policies, Processes and an Efficient Operating Model WHILE  Re Requi uirem emen ents ensuring critical business requirements are met  Provide high quality customer service that is as good as or better than what we have today Custom omer er Service ice Need to keep in mind the full spectrum of customers  Degree ee of  Strive to achieve the highest degree of transformation* by establishing standard Policies Transf nsform ormation ation and Processes enabled by a Cloud based ERP and Operating Model  Design the Operating Model to be flexible and to support achievement of future strategic Future Fu ure-Oriented iented goals Benef efit it Re Realiz lizat atio ion  Savings and other productivity gains derived from this transformation are expected * Transformation refers to automation and consolidation of services. This includes a high degree of transformation with a leading operating model structure irrespective of ERP. 8

FOUNDATION DATA MODEL (FDM) UPDATE – THE WORKDAY FDM BLUEPRINT Identify future ure state FDM dimensions nsions Understand delivered ered Workday FDM 1 2 to facilitate financial and dimensions nsions and definitions nitions. operational reporting across the Enterprise. Demons nstr trate ate Workday delivered 4 3 Establish a flexibl ble e data model l repor orts and dashboa hboards ds in the AMU capable of meeting both current rent and tenant with the new data structure. antic ticipate ipated d business iness needs s across the Enterprise to set the platform of operating in a digital world. 9

WORKDAY FDM BLUEPRINT ACTIVITIES The Workday FDM Blueprint serves as a living document during the UWFT Program and is intended to be updated throughout the course of the deployment and will transition to the FDM production governance structure post go-live. Readiness Design Implementation FDM Design Team analyzing requirements and feedback based on meetings, workshops, and prototyping activities Engage with Unit Refine Data Model, Translation Rules, and Definitions Discovery Leaders and Refine Workshops based on Prototyping Activities Data Model FDM FDM Blueprint FDM Blueprint Financials Kickoff 1.0 2.0 Go Live Translation Rules • Understand Finance Workday Engine Feedback Dimension Current State • Identify FDM FDM M Legacy impacts to HRP Tran ansla lation Dimension Too ool (part of HRP Governance remediation work) Input from Units 10

MAJOR PROGRAM ALIGNMENT > Several large scale programs are underway at the same time and will be reliant on the same key resources to provide institutional knowledge and functional area expertise. > Approach – Program management meetings to identify cross program dependencies and touch points as well as more precise resource constraints – Leverage leadership to help prioritize and make trade off decisions 11

QUESTIONS 12

UW Data Governance Structure Anja Canfield-Budde Associate Vice President, Information Management 13

Provost’s Charge to Data Task Force The Data Governance Task Force was formed in 2017, and was charged by then Provost Jerry Baldasty with: > Summarize past experience and present concerns across the UW > Recommend that the DMC remain, be modified, or be replaced > If a new model is recommended, address: data needs, policy needs, impact, value and risk of data, compliance, and accountability > Recommend membership criteria and potential members > Show how the model aligns with relevant existing governance 14

Data Task Force Members Aaron Powell , Chief Information Officer, UW-IT (co- Erin Guthrie , Director of Institutional Analysis, Office > > Chair) of Planning and Budgeting Philip Reid , Vice Provost Academic and Student Jim Kresl , Associate Vice Provost, Office of Research > > Affairs (co-Chair) Kay Lewis , Office of Student Financial Aid, > Anja Canfield-Budde , Associate Vice President, UW- Enrollment Management > IT Steve Majeski , Associate Dean for Research and > Russell Cannon , Director of Institutional Research, Infrastructure, Arts and Sciences > UW Bothell - later represented by Adrian Sinkler, Karen Matheson , Director of Institutional Research > Senior Institutional Research Analyst, UW Bothell and Information Management, College of Education Colleen Carmean , Director of Institutional Research, > Nancy McDonald , Director Administration and > UW Tacoma - later represented by Alice Few , Finance, School of Medicine Institutional Analyst, UW Tacoma Adam Moore , Professor, Information School > Elizabeth Cherry , Associate Vice Provost, Compliance > Ann Nagel , Institutional Privacy Official, Academic > and Risk Services - later represented by David and Student Affairs Anderson , Executive Director, Office of the Provost Jim Phelps , Director of Enterprise Architecture and > Liz Coveney , Associate Vice President, Human > Strategy, UW-IT Resources Administration - later represented by Rachel Gatlin , HRIS Director Adam Sherman , Assistant Dean, The Evans School > John Drew , Director of IT, Graduate School > Peg Stuart , Assistant Vice Provost, Academic > Personnel Walt Dryfoos , Associate Vice President, UW > Advancement Nancy Jagger , Executive Director Integrated Service > Center, UW-IT Helen Garrett , Office of the University Registrar and > Chief Data Officer, Enrollment Management 15