IT STRATEGY BOARD November 30, 2018 AGENDA > Call to Order - - PowerPoint PPT Presentation
IT STRATEGY BOARD November 30, 2018 AGENDA > Call to Order Welcome and introductions > EVP transition update > Major Projects update Clinical Transformation NWH/UWP HR & labor integration UW Finance Transformation
> Call to Order
– Welcome and introductions
> EVP transition update > Major Projects update
– Clinical Transformation – NWH/UWP HR & labor integration – UW Finance Transformation – Priorities and sequencing
> IT Governance evaluation update
– Action plan update – Critical IT issues – summary and recommendations
> IT Project Portfolio Executive Review > Wrap up
– Microsoft site licensing (February agenda)
2
Aaron Powell Vice President, UW-IT and Chief Information Officer
3
Aaron Powell Vice President, UW-IT and Chief Information Officer
4
Joy Grosser Chief Information Officer, UW Medicine
5
CONFIDENTIAL - DO NOT SHARE 6
CONFIDENTIAL - DO NOT SHARE 7
Dellit, MD; Theresa Braungardt, MN; Jamie Park, MD; Matt Lambert, MD
CONFIDENTIAL - DO NOT SHARE 8
CONFIDENTIAL - DO NOT SHARE 9
10/2018 – 11/2018 12/2018 – 1/2019
Groundwork (Discovery) Direction (Design) Adoption (Build) Testing Training & Go-Live Post-Live & Stabilization
4/2020 – 11/2020
Proposed Go-Live 4/2020
1/2019 – 7/2019 7/2019 – 1/2020 1/2020 – 4/2020
scoping
committee membership
meetings
(Discovery) prep
Phase 0
performance indicators
completes certification
sessions
scope
Phase 1
Foundation System
Sessions
for testing
Phase 2
(system) testing
remaining content build
plans
Phase 3
deployment
assessments and dress rehearsal
Phase 4
support
Phase 5
Clinical Transformation Change Management
CONFIDENTIAL - DO NOT SHARE 10
10/2018 – 11/2018 12/2018 – 1/2019
Groundwork (Discovery) Direction (Design) Adoption (Build) Testing Training & Go-Live Post-Live & Stabilization
4/2020 – 11/2020
Proposed Go-Live 4/2020
1/2019 – 7/2019 7/2019 – 1/2020 1/2020 – 4/2020
scoping
committee membership
meetings
(Discovery) prep
Phase 0
performance indicators
completes certification
sessions
scope
Phase 1
Foundation System
Sessions
for testing
Phase 2
(system) testing
remaining content build
plans
Phase 3
deployment
assessments and dress rehearsal
Phase 4
support
Phase 5
Groundwork (Discovery)
Clinical Transformation Change Management
CONFIDENTIAL - DO NOT SHARE 11
10/2018 – 11/2018 12/2018 – 1/2019
Groundwork (Discovery) Direction (Design) Adoption (Build) Testing Training & Go-Live Post-Live & Stabilization
4/2020 – 11/2020
Proposed Go-Live 4/2020
1/2019 – 7/2019 7/2019 – 1/2020 1/2020 – 4/2020
scoping
committee membership
meetings
(Discovery) prep
Phase 0
performance indicators
completes certification
sessions
scope
Phase 1
Foundation System
Sessions
for testing
Phase 2
(system) testing
remaining content build
plans
Phase 3
deployment
assessments and dress rehearsal
Phase 4
support
Phase 5
Direction (Design)
Clinical Transformation Change Management
your organization’s workflows and operational goals
cycles
CONFIDENTIAL - DO NOT SHARE 12
CONFIDENTIAL - DO NOT SHARE 13
10/2018 – 11/2018 12/2018 – 1/2019
Groundwork (Discovery) Direction (Design) Adoption (Build) Testing Training & Go-Live Post-Live & Stabilization
4/2020 – 11/2020
Proposed Go-Live 4/2020
1/2019 – 7/2019 7/2019 – 1/2020 1/2020 – 4/2020
scoping
committee membership
meetings
(Discovery) prep
Phase 0
performance indicators
completes certification
sessions
scope
Phase 1
Foundation System
Sessions
for testing
Phase 2
(system) testing
remaining content build
plans
Phase 3
deployment
assessments and dress rehearsal
Phase 4
support
Phase 5
Adoption (Build)
Clinical Transformation Change Management
CONFIDENTIAL - DO NOT SHARE 14
10/2018 – 11/2018 12/2018 – 1/2019
Groundwork (Discovery) Direction (Design) Adoption (Build) Testing Training & Go-Live Post-Live & Stabilization
4/2020 – 11/2020
Proposed Go-Live 4/2020
1/2019 – 7/2019 7/2019 – 1/2020 1/2020 – 4/2020
scoping
committee membership
meetings
(Discovery) prep
Phase 0
performance indicators
completes certification
sessions
scope
Phase 1
Foundation System
Sessions
for testing
Phase 2
(system) testing
remaining content build
plans
Phase 3
deployment
assessments and dress rehearsal
Phase 4
support
Phase 5
Testing
parallel revenue, interfaces, and charge testing
Clinical Transformation Change Management
CONFIDENTIAL - DO NOT SHARE 15
10/2018 – 11/2018 12/2018 – 1/2019
Groundwork (Discovery) Direction (Design) Adoption (Build) Testing Training & Go-Live Post-Live & Stabilization
4/2020 – 11/2020
Proposed Go-Live 4/2020
1/2019 – 7/2019 7/2019 – 1/2020 1/2020 – 4/2020
scoping
committee membership
meetings
(Discovery) prep
Phase 0
performance indicators
completes certification
sessions
scope
Phase 1
Foundation System
Sessions
for testing
Phase 2
(system) testing
remaining content build
plans
Phase 3
deployment
assessments and dress rehearsal
Phase 4
support
Phase 5
Training & Go-Live
approach
Clinical Transformation Change Management
CONFIDENTIAL - DO NOT SHARE 16
10/2018 – 11/2018 12/2018 – 1/2019
Groundwork (Discovery) Direction (Design) Adoption (Build) Testing Training & Go-Live Post-Live & Stabilization
4/2020 – 11/2020
Proposed Go-Live 4/2020
1/2019 – 7/2019 7/2019 – 1/2020 1/2020 – 4/2020
scoping
committee membership
meetings
(Discovery) prep
Phase 0
performance indicators
completes certification
sessions
scope
Phase 1
Foundation System
Sessions
for testing
Phase 2
(system) testing
remaining content build
plans
Phase 3
deployment
assessments and dress rehearsal
Phase 4
support
Phase 5
Post-Live & Stabilization
Clinical Transformation Change Management
KEY ACTIVITIES – THIS MONTH SCHEDULE KEY ACTIVITIES – NEXT MONTH PROJECT HEALTH PROJECT INFORMATION
accommodate
17
Clinical Transformation Program Monthly Status Report – October 2018
KEY ACTIVITIES – THIS MONTH SCHEDULE KEY ACTIVITIES – NEXT MONTH PROJECT HEALTH
Assessment Area Health
Project Planning Scope Management Program Budget Staffing/Onboarding Program Team Training Groundwork Analysis
G
Notes
G
Planned
management partner
Committee meetings
Accomplished
transformation change management partner
structure
activities
prep
Steering Committee meetings
PROJECT INFORMATION
Program Directors Ana Blanco Matt Lambert Current Project Phase Groundwork/Project Scope LOE – Current Plan 642,590.47 Actual Work To Date 7,963.03 % Work Complete 1.2% Proposed Go-Live Date April 2020
Milestone Original Current Baseline Health
Phase 0 – Groundwork (Discovery) Mon 9/3/18 Fri 11/30/18 Green Phase 1 – Direction (Design) Mon 12/3/18 Fri 1/18/19 Not Started Phase 2 – Adoption (Build) Mon 1/21/19 Fri 7/19/19 Not Started Phase 3 - Testing Mon 7/22/19 Fri 1/3/20 Not Started Phase 4 – Training and Go-Live Mon 1/6/20 Fri 4/3/20 Not Started Go-Live (Proposed) Sun 4/5/20 Fri 4/24/20 Not Started Phase 5 - Post-Live Support and Stabilization Mon 4/27/20 Fri 11/6/20 Not Started
Notes
planned hours that have been baselined in Project Server
Server through 10/12/2018
by the Current Plan
G
Key Proj
t Area eas
Category Health
Schedule Budget Scope / Risk PMO Project t Health lth
Notes
G G G G G G G
LIKELIHOOD PROJECT IMPACT
LOW HIGH HIGH
KEY RISKS & ISSUES INTERDEPENDENT PROJECTS
Leg egend
Bubble size indicates operational impact Project impact relates to project budget or schedule Bubble color indicates risk severity (a combination
$ BUDGET
R G LG O Y
18
INTERDEPENDENT PROJECTS
$ BUDGET (through September 30, 2018)
# Risk Mitigation Plan
CT-10 Project Oversight Committee Formation
facilitate rapid engagement
CT-17 Communication - Little communication has been delivered to the physicians, clinicians, staff and administrators.
executive steering CT-13 High level scoping incomplete
facilitate rapid engagement
CT-7 Competing Initiatives With appropriate CT program oversight in place, CT program leadership continually reinforces with UW Medicine senior VPs the critical nature of the investment and benefit and of the resulting impact of a diluted focus.
* Current forecast matches budget for now while discreet costs (labor and non-labor) are being firmed up ** Preliminary actuals charged to the project through September 30, 2018
CT-13 CT-7
Total Project Budget Current Forecast * Actuals ** Capital 82,958,296 82,958,296
76,512,744 76,512,744 634,242 Total 159,471,039 159,471,039 634,242
CT-10 CT-17
INTERDEPENDENT PROJECTS
Project Description/Update Risk Impact
Pharmacy Inventory Mgmt System (PIMS) Risk that a possible unstable go-live could impact Pharmacy IT and operations ability to resource Clinical Transformation. Epic 2018 Upgrade Risk that a slip in the current upgrade timeline (Feb’19 go-live) could impact Epic environment availability for Clinical Transformation. UWMC/NWH Integration Risk that integration effort diverts operational leaders’ time and attention from Clinical Transformation. Also risk that design of integration program conflicts with design of Clinical Transformation. Improving Patient Access Initiative Risk that project’s demand for operations leaders and subject matter experts (SMEs) contends with Clinical Transformation’s demand for the same key resources. Also risk that design for this initiative conflicts with design fro Clinical Transformation. Clinical Trials Management System (CTMS) Risk that CTMS demands more ITS Epic and integration resources than planned, and key ITS experts assigned to Clinical Transformation are required to keep CTMS timeline. UW Financial Transformation (UW-FT) Risk that key operational groups’ (Supply Chain, Finance) subject matter expertise is required during concurrent periods in excess of their capacity.
G LG G G G G
Clinical Transformation Program Monthly Status Report – October 2018
tient Ce Centered Foc
– Pursue decisions that lead to high- quality care, patient safety, improved patient experience, solid clinical
cost of care
One Pati tient, One Vie View, On One St Story ry
– “One Patient, One View, One Story” across all UW Medicine facilities – Easily share data between all UW Medicine facilities
tient En Engagement Ex Experience
– Create more opportunities for communication between the patient and their care team
Operationall lly Le Led an and IT IT Su Supported
– Broad involvement of physicians, clinicians, staff, administrators, and IT is critical to the program’s overall success
Simplification an and St Standardiz izatio ion
– Use Epic as the Clinical and Revenue Cycle Core vendor ‾ Identify best practices and standards
– Make system-wide design decisions rather than individual, unit or department-specific in order to drive consistent outcomes – Standardize workflows across the
present themselves – Challenge current practices, which may require changes in UW Medicine processes in order to streamline and simplify – Simplify system and continue to enhance patient and practitioner experience
19
20
Nicki McCraw Assistant Vice President, UW Medicine Human Resources
21
CONFIDENTIAL – DO NOT DISTRIBUTE
Structure
22
a single hospital license and will be financially, clinically and administratively integrated. Resulting in:
provide similar services to UWP
CONFIDENTIAL – DO NOT DISTRIBUTE 23
CONFIDENTIAL – DO NOT DISTRIBUTE
Executive Sponsor Committee
Chair: Lisa Brandenburg
Legal Advisors Hospital-to-Hospital Workstreams
Medical Staff Hospital Operations
Shared Services Workstreams
HR & Labor Group FASC Group Rev Cycle Group
Independent Workstreams
Branding & Comm Group Governance & Corporate Group Physician Employment Group Clinical Research Group
Program Management
Project Management Workgroup Workstream Leads Workgroup 24
CONFIDENTIAL – DO NOT DISTRIBUTE 25
To integrate NWH and UWP staff into the UW via the following:
tracked in the NWH and UWP HR and Payroll systems
in place at UW Medical Centers
monthly pay frequency
at NWH who are currently paid using the Actual Time Reporting (ATR) pay model to continue to be paid using ATR at UW
rehires, job changes and add jobs)
Medicine HR and Payroll functions
CONFIDENTIAL – DO NOT DISTRIBUTE 26
configuration, justifying any exceptions, with the intent of aligning to existing UW builds, configurations and processes
requirements of NWH and UWP
CONFIDENTIAL – DO NOT DISTRIBUTE 27
CONFIDENTIAL – DO NOT DISTRIBUTE
High-Level Task July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar General Schedule Change Management & Communication Data Conversion and Validation Design, Build, Unit Test: Workday Foundational Design Workday & Downstream Systems HRIS (UWHIRES and other) Kronos End-to-End & Payroll Parallel Testing Training Prep and Execution Cutover and Support Functional Work Calendar Year 2018 Calendar Year 2019 Cal Year 2020 Fiscal Year 2019 Fiscal Year 2020
28
CONFIDENTIAL – DO NOT DISTRIBUTE 29
CONFIDENTIAL – DO NOT DISTRIBUTE
Na Name me Title le Nicki McCraw Assistant VP, UW Medicine, HR & Executive Sponsor Tammy Ayyoub Controller, UW Medicine Anja Canfield- Budde Associate VP, UW IT Curtis Colvin Director, Recruiting, UW Medicine HR Peter Denis Assistant VP, UW HR Labor Relations Katy Dwyer UW Benefits Expert, UW HR Maureen Hooley Chief Financial Officer, UWP Stephanie Howe Payroll Services Director, UW Medicine Anne Jozaitis-Hole Director, Workforce Mgmt Systems, UW Medicine HR Amy Junglov Compensation Manager, UW HR Chong Yi Lucas Director, Human Resources, NWH Steve Marty Director, Business Operations, UW Medicine HR Eric Neil Senior Director, Business & IT Operations, UWM ITS Matt Tuller Director, Enterprise Business Systems, UWM ITS Emily Olafson Manager, HR, UWP Jennifer Petritz Director, Employee Relations, UW Medicine HR Paula Ross Director, Application Mgmt., Integrated Service Center
Role
Leadership Gr Group
team composition of project teams. Support the recruitment of the team members.
directives
challenges
present recommendations going to the sponsor for approval
help the project understand impact of business decisions
team; own and help resolve risk and issues, as assigned
project documentation (charter, schedule, testing strategy, etc.)
30
staff the project, many needed in January.
financial impact
latest staffing estimates. Next review of staffing plans in mid-December.
project
CONFIDENTIAL – DO NOT DISTRIBUTE 31
by the work completed to date
CONFIDENTIAL – DO NOT DISTRIBUTE 32
33
Brian McCartan Vice President for Finance, UW Finance & Administration
34
35
TRANSFORMATION MATURITY CURVE
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
Increas easing ng Value to Orga gani nizati ation n Risk Mitiga gation Techno nology
ed Improve vements ments Busines ness Transforma mation ERP System m Replacemen ment Automation and Complet ete e Centraliza zation of Services es
Low w degree ee on transfo formation
Increas easing ng Focus on Trans nsfo format mation n and Innovati ation
Medium degree e of transfo formation Medium – High gh degree ee of transfo formation High gh degree e of transfo formation
Digital al Techn hnol
er ERP & All Process ss Redesi esign gn ERP & Select Proces ess s Redesi esign gn
36
Sept Oct Nov Dec Dec Jan an Feb Mar Apr May Jun Operating Mode del Techn hnical al FDM Program Manageme ment
Moments that Matter Architect User Stories Design and Sustain
Stakeholde der Engageme ment Workda day Deep p Dives HRP Reme medi diation Current State Unde derst rstanding ng Future Operating Mode del
Leadership Align gnmen ent, , Governance, e, and d Change ge & CommsStrategy gy IT Landsc dscape pe Inven ventory y and d Requ quiremen ents Future e State e Strategy gy Program Manage gemen ent Activi vities FDM Kicko koff ff and d Current State FDM Discover very y Works kshops ps and d Bluep eprint Review ew Produ duction Prioritize Remedi ediation Activi vities Deep Dive Sessions Prototyp yping Business Process Validation Leadership Align gnmen ent, , Governance, e, and d Change ge & CommsExecu ecution Impl plem emen entation Plan
Benchma marking & Data Gathering Syste tem and nd Inte tegra ration tions s Invento tory ry
Pre-Work
Governance & D Decisi sion Rights Program Processe sses s and d Structure Process ss Maps s / Inventory Review of COAs s and Reports s Inventory
UWFT READINESS TIMELINE
BOR Funding Approval & OCIO Approval Budget & Funding Plan Updated
On-track 37
DRAFT – FOR DISCUSSION PURPOSES ONLY
Design a future state Workday support/operating model Input: Business Operating Model
IT JOURNEY MAP
Readines diness Imple lement mentat ation
IT Operating Model Worksh shop (11/27/18) Analyze current state architecture Create a future state systems architecture Input: Future State Process Design Analyze current system and reporting inventory Identify which systems will be remediated, kept as-is, or retired Input: BPT Activities, FDM Blueprint Create estimate to deliver a data integration platform solution Input: FDM Blueprint Meet with Board of Regents (June/July y 2019) Develop FDM Blueprint and Prototype Dimensions Finalize ze FDM Blueprint (April 2019) Legend: Milest stone Technical Activities FDM Activities Activities outside Technical workstream scope Implemen mentation Activi vities: s:
integration platform solution
UWM/UW-IT data warehouse financial data assets
integrations
systems
Business Process Transformation Activities Develop estimated complexity and associated cost to remediate/retire/keep systems Input: System Disposition, FDM Blueprint Create estimate to adapt UWM/UW-IT data warehouse financial data assets Input: Business Process Design & Transformation Activities, FDM Blueprint Determine reporting strategy Input: Future State Operating Model Create an estimated timeline to adapt UWM/UW-IT data warehouse financial data assets Input: Data Warehouse estimate Submit Estimate Submit Estimate to Senior Leadersh ship for Review (March 2019) 2019) Refine future state integration inventory estimates for systems to keep Input: Future State Architecture Create an estimated timeline to deliver a data integration platform solution Input: Data Integration estimates Update future state integration inventory for systems to keep Input: System Disposition Finalize ze syst stem m retirement, data warehouse se, and integration strategies s
38
39
Aaron Powell Vice President, UW-IT and Chief Information Officer
40
41
Erik Lundberg Assistant Vice President, Research Computing & Strategy, UW-IT
42
Recommendation
Complete Underway
43
IT Service Investment Board
Prioritize Projects; Recommend Funding Levels; TRF Review
IT Strategy Board IT Service Management Board
Direction on Changes to Services Refer Issues; Provide Input Refer Issues; Provide Input
Vice President for UW-IT and CIO
Guidance on Strategic Direction Provide Analysis; Identify Issues; Recommendations
TRF Advisory
Service and Process Improvement Recommendations
President Provost
Strategic Plans; Recommend Policies; Funding Strategies IT Boards supported by the Office of the VP for UW-IT and CIO
44
IT Strategy Board
Aaron Powell
UW Information Technology
Chair Anind Dey
The Information School
Joy Grosser
UW Medicine
Sarah Norris Hall
Office of Planning & Budgeting
Edward Lazowska
Computer Science & Engineering
Mary Lidstrom
Office of Research
Brian McCartan
Finance & Administration
Greg Miller
College of Engineering
Sean Mooney
School of Medicine
Phil Reid
Academic and Student Affairs
John Slattery
School of Medicine
Denzil Suite
Office of Student Life
Wolf Yeigh
UW Bothell
IT Service Investment Board
Anind Dey
The Information School
Chair Pedro Arduino
College of Engineering
Maureen Broom
UW Medicine
Susan Camber
Financial Management
Walt Dryfoos
University Advancement
Bob Ennes
Health Sciences Administration
Joe Giffels
Office of Research
Ruth Johnston
UW Bothell
Mary Fran Joseph
UW School of Medicine
Stephen Majeski
College of Arts & Sciences
Aaron Powell
UW Information Technology
Thaisa Way
Faculty Senate
Bill Ferris, ex officio
UW Information Technology
Linda Rose Nelson, ex officio
College of Arts & Sciences
TRF Advisory Committee
Bill Ferris
UW Information Technology
Co-Chair Linda Rose Nelson
College of Arts & Sciences
Co-Chair Maureen Broom
UW Medicine
Jason Campbell
Planning & Budgeting
Kelly Campbell
Evans School
Gary E. Farris
School of Dentistry
David Green
School of Medicine
Tim Rhodes
UW Bothell
Barbara Wingerson
Finance & Administration
Betsy Bradsby, ex officio
Research Accounting & Analysis
IT Service Management Board
Michael Middlebrooks
School of Medicine
Chair Chuck Benson
Facilities Services
John Drew
The Graduate School
Bob Ennes
Health Sciences Administration
Jan Eveleth
UW Information Technology
Brent Holterman
UW Information Technology
Erik Lundberg
UW Information Technology
Ivy Mason
College of Arts & Sciences
Jim Phelps
UW Information Technology
Tim Rhoades
UW Bothell
Matt Saavedra
Registrar’s Office
Diana Sartorius
Environmental Health & Safety
Jennifer Thompson
School of Nursing
Karalee Woody
UW Information Technology
Mary Mulvihill, ex officio
UW Information Technology October 2018
45
– Prioritize Critical IT issues for inclusion in this year’s agenda – Plan agenda to allow time for discussion – Engage board in discussion on each agenda item
– Add standing agenda item to provide an overview of discussion at other board
46
– Teaching and learning – Research support – Administrative systems modernization (Finance Transformation, Workday – HR/P, and data integrations) – Managing data – IT Security and Privacy – Other (central and decentralized IT, software site licensing, service optimization, Transformative IT, regional partnerships)
47
– Teaching and learning – Research support – Administrative systems modernization (Finance Transformation, Workday – HR/P, and data integrations) – Managing data – IT Security and Privacy – Other (central and decentralized IT, software site licensing, service optimization, Transformative IT, regional partnerships)
̶ Finance Transformation ̶ Major project sequencing and prioritization ̶ Data integrations
48
Aaron Powell Vice President, UW-IT and Chief Information Officer Erik Lundberg Assistant Vice President, Research Computing & Strategy, UW-IT
49
50
53
UWFT
Sponsor Team Program Leadership Team Technical Leadership Team Core Transformation Team
Program Team
Board of Deans & Chancellors Accounting Advisory
Process Transformation Teams
UW Medicine Advisory Technical Advisory Faculty Advisory
= Current = Future
*Administrative leadership for program team is VP Finance
UWFT GOVERNANCE STRUCTURE
UW-FT
HOW TO GET THERE: UWFT GUIDING PRINCIPLES
> Seni nior
aders s are e engag gaged ed and d unified ied in suppor porting ting UW Finance Transformation as a top p admin inistr trative tive prio iority rity for r the he Unive versity ity of Washi hing ngton
. Leaders will provide focus needed to ensure a successful program > Future state processes, poli licies cies and d proce
res are e standa andardize dized d and d simpl plif ified, ied, to ensure ure substant ntial al productiv
ty gains ns acr cros
e ent nter erpris rise, e, justifying any exceptions > The e comp mputing ting infras astr tructur ucture and services are conso nsolidate idated and d integ egrated d across
e enterprise prise to eliminate redundancy, justifying any exceptions > Financial and management reports result from a trusted d system em of recor cord with h consis nsistent ntly y appl plie ied d data a defin initi itions
> One of the key ways risk is mitigated igated is through clearly defin ined ed stage age gat ates es with h entr try y and d exit t decisi cision
iteria ria > Broad Univ iver ersi sity ty engag gagement ment and d communi munica cation tion to define, design, and implement the future state vision will ensure all units ts are e oper erat atio ional nal at launch
> Focus s on busin sines ess transf nsformati
, not simply mply technol hnology
> Scope, pe, schedu edule and budge dget: If you change e one, you impact ct all > Engage ge the righ ght t peopl
e at the right ght time > Focus s on end-to to-end nd proce cesse sses > Value voice, e, collabor boratio tion and the courage age to course se corre rect ct > Leader dership p and Progr
am Team m spea eak with one voice > Maint ntai ain UW commitme tment t and momentum entum when turnover
> Focus s on repor eportin ting g early > Focus s on oper erati ating g model del earl rly > Be candid d and transp nsparen arent t about t oppor
tuni nities ties and challenge enges
LESSONS LEARNED FROM HRPM
56
BENCHMARKING & DATA GATHERING FINDINGS
Univer versity sity-wid wide e (inclu cludes es Acade demy y and Medicin cine) e)
Benchmarking 176 units 1,707 FTEs 3,450 EMPL Systems 747* Reports 1863*** Integrations 912* Process Maps 275** *Rationalization analysis in process; current value does not include HR/Payroll that may need to be remediated with change in FDM **Aca Academy emy includes s SoM; Medicine e exclude udes s Valley y and SoM **80% 80% of units did not have process ss maps ***R *Rep epor
ts Survey: y: Units asked to report top 10 reports s to initialize e the invento tory ry Note: Excludes 488 of revenue cycle FTEs collected as part of benchmark but out of scope for UWFT
57
TODAY’S FRAGMENTED FINANCIAL SYSTEMS RESULT IN HIGH COSTS > The UW’s total curre rrent nt cost for finance/ ance/pr procurem curemen ent t and supply ply chain n is $226M/year M/year, which according to the Hackett Group study is twice that of our peers > This is made up of 1,707 7 FTEs s and d over er 3,000 00 people le > 1,046 46 Acade demy y staff f spend nd 10-30 0 percent nt of their time on finance, procurement and supply chain (we did not collect any FTEs spending less than 10 percent) > These findings are the groun undwor dwork k for r data-dr drive iven n decisions sions that will help define and inform the UWFT Foundation Data Model, Change Management strategy, and the full Readiness Plan > We have close to 750 enterpr prise ise and d unit it systems ems that support finance, procurement and supply chain processes > We have close to 1,000 00 integr gration ations in these areas
58
DRAFT – FOR DISCUSSION PURPOSES ONLY
What is an Operating Model?
59
DRAFT – FOR DISCUSSION PURPOSES ONLY
Operating Model - Guidance from Sponsors
We will use the following set of guidelines when defining the future state Operating Model for Finance and Plan and Manage the Business for the University of Washington
Operating ating Model el Guidelines elines Busine ness Re Requi uirem emen ents
business requirements are met Degree ee of Transf nsform
ation
Processes enabled by a Cloud based ERP and Operating Model Fu Future ure-Orien iented ed
Benef efit it Re Realiz lizat atio ion
* Transformation refers to automation and centralization of services. This includes a high degree of transformation with a leading operating model structure irrespective of ERP.
60
DRAFT – FOR DISCUSSION PURPOSES ONLY
Operating Model Framework
A 2 x 2 framework helps to assess processes in terms of value addition and proximity to the business.
61
The workshops will focus s on our curre rent t configu iguration tion in Workday. HRP remediation relates to the changes to configuration and other work (Examples include: re-conversion of costing allocations with changes to Foundation Data Model (FDM)
and implementation of Payroll Accounting Adjustments) that will be required to implement Workday Financials. Optimiz
izin ing HRP P is not the focus s of HRP P remediati iation
HRP Remediation Workshops
Workshop p Topic Date Remedi ediati tion Kick ck- Off Wednesday, November 7, 1-2 pm HCM M Core Thursday, November 8, 1-4 pm Compen pensati tion Thursday, November 15, 9:30-11:30 am Benef efits ts Thursday, November 15,12:30-2:30 pm Absen ence ce Thursday, November 29, 9:30-11:30 am Time e Track cking Thursday, November 29, 12:30-3:30 pm Payroll Thursday, December 6, 12-4 pm Findi dings gs/W /Wra rap Up Up Tuesday, December 18, 1-3 pm Itera erati tive ve Design gn Proces ess s - The HRP Remediation Workshops are an important venue to provide input on the future state design, but do not represent your only opportunity to provide feedback as illustrated in the roadmap below.
Topics pics: :
processes that will impact UWFT
Tracking configuration in UW Production
the impacted areas Outputs puts:
conversion (i.e., costing allocations based on how they were converted), and associated level of effort
62
Worktag Balancing (Fund, d, etc.) .)
balancing efforts Organiza zational Assignme ments s and Costing Allocations
allocations (ad hoc or during staffing events) Account Posting Rules
(earning/deduction) and worker/position attributes Objec ect Class ss Mapping
expenses for grant related spend
Effort Certifi fication/Grants s Confi figu guration
Workday functionality)
process payroll related grant spend including Costing Allocations and Salary Over the Cap Payroll Accounting g Adjust stmen ents
functionality/requirements against Workday functionality) Fringe e Benefi fits/ s/Comm mmitme ment Accounting
category
positions) accounting Review ew Produ duction Tenant
scope and business processes
kick-off meeting to review upcoming activities
Compensation, Payroll, and Time Tracking configuration in your Production Tenant
conversion because of FDM changes
a “solution catalog” of the impacted areas
remediation, re-conversion (i.e., costing
converted it), and associated level of effort Consider erations for Deploymen ent
prioritized Production “solution catalog” review that can be conducted before, during or post WDF implementation
processes in production
In considering HRP remediation, we must first determine the scope of associated activities. Below we have outlined HRP remediation activities. To the extent possible, we need to understand the other organizational initiatives that will impact remediation
HRP Remediation Scope Examples
Minimum Configura rati tion for Workda day Financi cials (WDF) Depl ploymen ent Review ew Produ ducti ction Conside dera rati tions
63
Pilla llar Descr scrip iptio tion Definit inition ion of Done What does ‘done’ look like?
Tech chnology gy Change ge Manage gemen ent Work associated with remediating or retiring function application systems due to the replacement of the primary Finance system. Includes analysis and development associated with archiving data from those same systems.
is, or retire (includes retire/remediate decision criteria)
(includes change management/training estimates) Data Integ egra rati tion Work associated with extracting data from one system for delivery and consumption by a second system.
and associated complexity
timeline and associated estimated cost Analyti tics / BI Work associated with enterprise data modeling, design and development of data warehouses, reports and queries related to enterprise reporting. Efforts to develop training tools for users of these data resources and develop custom reports using Workday Analytics.
can be consolidated, and defined reports to be generated from Workday or EDW
cost Data Transform rmati tion Work associated with extracting data from sun setting systems, developing transformations and preparing data loads into Workday, and development of a FDM translator from the legacy Chart of Accounts into Workday’s FDM.
(including data source and data type for enterprise systems being remediated)
Secu curi rity ty / Acces cessibility ty Security policy and guardrails to ensure the Workday data privacy, quality and integrity is retained and protected from malicious threats. Analysis and development to support single sign-on with two factor authentication for all users.
Readiness Work By IT Pillar
64
65
– Data analytics dashboards (rapid access to student data) – Wi-Fi needs to be pervasive – Adaptive technologies in classroom (universal design) – Need to answer the question at an institutional level – are we adopting a single strategy for the University or having each campus, school/college, department adopt its own based upon individual needs?
> Examples: different student analytics systems at UW Tacoma and UW Bothell; Continuum College; different admissions processes
– The University under-invests in research computing support
66
Administrative Systems Modernization
– Need to clarify and communicate overall long-term institutional strategy
> Finance Transformation
– Need an institutional funding strategy that doesn’t rely on taxes – Need to address capacity issues, including how the University will support FT along with other major projects – Need to incorporate lessons learned from HR/Payroll – Need to ensure early engagement from key stakeholders across the UW – Need to address the impacts — both transformative and disruptive
> Workday – HR/P
– Need to address current issues and make the system work effectively for the UW
> Data integrations
– Need interoperability between administrative systems – Need to recognize the complexities involved in data integrations, view as a priority, and adequately resource i2325
67
– Need capability to manage data of increasing volume and complexity, while addressing cybersecurity issues – Need a strategic and holistic plan at the institutional level for how to manage data — it’s an issue of competitive advantage for the UW
– Need to scale-up cybersecurity, especially in the University’s decentralized environment, and with the emergence of the Internet of Things – Need to address how to protect clinical, student, and research data, especially with data intensive advancements such as genomics and precision medicine – Phishing is increasingly sophisticated and pervasive
68
– Central and decentralized IT: need to leverage central, enterprise-wide IT to create efficiencies, use resources wisely – Software site licensing: how to structure it to take advantage of economies of scale? – Service optimization: what services can be decommissioned to create capacity for innovation? – Transformative IT — a tendency to focus on risks versus the potential for IT to drive transformation (academic, clinical, and administrative) – Regional partnerships: how the UW is connected to the larger network of regional and national partners
69