ERP Assessment & Workday Selection Brad Yoder Chief

ERP Assessment & Workday Selection Brad Yoder Chief Information Officer Andria Rogers Exec. Director, IT Administrative Services September 17, 2019

Banner History Live on Banner since 1998 Ellucian products licensed: Banner Advancement (discontinued 2018) Banner Advancement SSB (discontinued 2018) Banner Data Defense, Audit Vault & Database Firewall D2L SSO connector Banner Employee Self-Service Banner Finance Banner Financial Aid Banner Financial Aid Self-Service Banner Human Resources Banner Integration for eLearning (discontinued 2019) Banner Student Banner Student Self-Service Chrome River CRM Recruit Degree Works Enterprise Data Warehouse ILP Luminis (discontinued 2019) Operational Data Store ODSL UC4 Xtender 2

Challenges with current system Banner 9x - challenges increased College-wide president mandated BPR’s fell short Directive was to use the technology we already had in place (Banner) Improvements were minimal at best, unnoticed by many, and even detrimental in some areas causing additional complexity. 3

Assess current system What resources needed to support Banner? What is the sustainability of supporting Banner? Frequency and interdependency of upgrades Documentation & support Staffing 4

Staffing Implications 5

Staffing Implications Enterprise Application Team Team supports includes: 100 “enterprise applications”, D2L, etc. Executive Director Programmer III (outsourced, 1 FTE) Programmer II Oracle databases Tomcat, Weblogic, etc. ODS/EDW RHEL patching (temporary) Programmer II Programmer I DBA Consultant 1/3 FTE CAS, SAML, SSO, etc. Email, collaboration software, provisioning Anything that’s not hardware, network, telecom, sys admin, local applications, etc. 6

Assess current system Additional BPR’s IR and reporting Student Enrollment, Records and Transcripts Strategic plan Over 50% of the tactics on the current strategic plan are ERP dependent Over 80% of the tactics on the current strategic plan rely upon reporting and data Ellucian User experience, agility, confidence, support, hosting services Renewal cycle 7

Research Our Options Reached out to our colleagues in Higher Ed St. Louis University Campus Management Unit4 Workday Collaborative Solutions Sierra Cedar BerryDunn CampusWorks Moran Technologies Strata Information Group HCL 8

Paths Forward Path 1 - Stay as is. Increase/Change Banner resourcing Path 2 - Banner off-prem Path 3 - RFI/P for alternatives 9

Staffing Implications Current Alternative Black font Staffing Staffing use Business Analysts External DBA large photo (do not Insert clipart) Integration Programmers Banner Progs (it’s Networking staff Networking, sys admin Font should never be smaller than 16 hard to read!) staff Insert 3 key messages 1/3 of IT Staffing budget Dotonot readBanner all text used support from IT Staff improving screen, add notes business, not maintaining system. Paragraphs should be spaced at 1.5 Bold may be used, but do not use colors to pull out strong points 10

Staffing Implications Current Alternative Black font Off Premise Infrastructure On Premise Infrastructure use Subscription commitmentsInsert large photo (do not clipart) Servers - included Servers – 22% Storage - included Storage 55% never be smaller than 16 (it’s hard Font –should to read!) Backups – included Backups – 55% Hosted off premise On premise Banner Insert 3 key messages No database costs Oracle Do not read all text from screen, add notes Internal Business Paragraphs Continuity External Business should be spaced at 1.5 Continuity Bold may be used, but do not use colors to pull out strong points 11

Staffing Implications Current Black font Oracle DBA’s Banner programmers Insert large photo Alternative Business Analysts not Workday subscribers (do use clipart) Font should never be smaller than 16 (it’s hard to read!) Insert 3 key messages Do not read all text from screen, add notes Paragraphs should be spaced at 1.5 Bold may be used, but do not use colors to pull out strong points 12

Consensus approach Traveled with President’s Cabinet down to Tempe Arizona Higher Education Forum to explore Workday. Outcome: Overwhelming support 13

Consensus approach Formed DART (Discovery and Readiness Team) – members appointed by Cabinet Student Technology Solutions Manager Assistant Director of Financial Aid Director of Financial Aid Payroll Supervisor Executive Director of Institutional Research Cashier Supervisor Executive Director of Recruitment AVP Administrative Services/Controller Registrar Assistant Registrar Dean of Allied Health Executive Director of Community and College Relations Budget Director CIO Executive Director of IT Administrative Services HR Functional Analyst Assistant Director of HR AVP of Student Affairs 14

Consensus approach Issued an ERP RFI Partnered with BerryDunn for ERP Assessment and Change Readiness Collaborated with DART to identify survey group (Banner users) Created ADKAR survey Issued survey using ADKAR change management approach How do you feel about changing the ERP? Collaborated with DART and BerryDunn to develop Discovery Day Demo agendas Invited entire college, (all four campuses) to Discovery Demo Days – several comms sent directly to 297 Banner users 15

Consensus approach Discovery Demo Days: Vendors Unit4 Ellucian Campus Management Workday Average of 124 Aims attendees each day Issued follow up ADKAR change readiness survey Reconvened DART and Demo Day attendees to assess their appetite for change using the ADKAR model. 16

Consensus approach Formal report issued by BerryDunn - “Aims is hungry for change,” and preferred Workday (Non-DART participants) 17

Consensus approach Formal report issued by BerryDunn - “Aims is hungry for change,” and preferred Workday (Non-DART Participants) 18

Consensus approach Formal report issued by BerryDunn - “Aims is hungry for change,” and preferred Workday (DART – our Banner/ERP ”experts”) 19

Consensus approach Formal report issued by BerryDunn - “Aims is hungry for change,” and preferred Workday (DART – our Banner/ERP ”experts”) 20

Consensus approach Formal report issued by BerryDunn - “Aims is hungry for change,” and preferred Workday (DART – our Banner/ERP ”experts”) 21

Consensus approach Formal report issued by BerryDunn - “Aims is hungry for change,” and preferred Workday (DART – our Banner/ERP ”experts”) 22

Consensus approach Some things we heard after Discovery Demo Days: “Can we just sign with Workday now?” – Various “After the first two days [Unit4 & Ellucian] I was asking myself why we’d ever change. After the last two days [Campus Management & Workday] I was asking myself why wouldn’t we?” - Assistant Dean of Students “Nothing I saw from Unit4 or Campus Management would bring my anything I can’t already get in Banner. Only Workday brought me new Student module functionality.” - Aims Registrar “Hey look, is that Nick Hoyle, who used to be at Aims and is now at UNC, in the audience?” - Everyone 23

Consensus approach Deeper research into products and implementations Starting cold calling numerous references by calling off the Workday client list. Could not find Campus Management clients (besides Central Arizona) anywhere. Investigated, and shelved, Jenzabar as a possible solution Developed draft purchase and implementation budgets for both Campus Management and Workday 24

Consensus approach Narrowing the focus, and building consensus DART voted to bring back two vendors for “deeper dives”. Voted to bring back Campus Management and Workday. Almost didn’t bring Campus Management back due to significant red flags discovered during reference checks. Met with each Cabinet member individually to assess how an ERP implementation would impact their portion of the strategic plan. Developed a Strat Plan impact matrix for the President. Proposed to President and Cabinet to bring back two vendors for deeper dives they approved Approached Board of our possible plans to move to a new ERP – supported Conducted special meetings with various groups to help dispel apprehension about ERP transition and ensure they had a voice in the process (e.g. Academic Affairs) 25

Consensus approach Deeper Product Dives Conducted deeper dives with Campus Management and Workday (included an extensive deeper dive into Workday Trust no equivalent demo available in Campus Management) 26

Consensus approach Deeper Product Dives What we heard and saw: Our AVP of Finance literally hugging the demo screen and then the Workday presenter “Workday will be transformative to our department” “I want Prism and I want it now” - Executive Director of IR “Can’t we just & % #@% buy Workday right now?” Concurrent Enrollment “Workday will make 80% of our Financial Aid processes easier. The other 20% will take the same effort as they do now in Banner.” - Assistant Director of Financial Aid “Workday is amazing.” - Various “I wish Workday delivered natively the ability to text our students.” - Executive Director of Recruitment & Admissions “Where’s Nick Hoyle?” 27

Consensus approach Final buy-in Reassembled DART and asked two questions: Should we transition away from Banner? Unanimous “Yes” (14/14 areas represented around the college) To which product? Unanimous Workday (14/14 areas represented around the college) 28

Consensus approach Proposed to President’s Cabinet that Aims buy and implement Workday. Cabinet supported Aims moving forward to buy: HCM Finance Payroll Student Prism Planning Learning Legal review Legal counsel reviewed E&I contract to purchase Workday off this contract. No RFP necessary. 29

Consensus approach Implementation scoping calls for: HCM Finance Payroll Student (preliminary) Prism (preliminary) Learning (preliminary) Continued research/discovery and various vendor meetings for: Implementation approaches Project management assistance Change management assistance Staffing redundancy Temp agency Consulting Overtime Stipends Business Process Review assistance Accessibility demo and review with Workday 30

Prepare for Signing and Implementation Formed Workday Implementation Executive Sponsor team Formed Workday Steering Committee Team Formed Workday Project Management Team Formed Workday Implementation Team Formed Workday Wellness Team Formed Workday Ambassadors of Goodwill team 31

Signing Ceremony and Project Launch 32

Signing Ceremony and Project Launch Identify project management team Signed with Workday, procedurally. Used E&I contract Conducted Signing Ceremony and Celebration (President, Cabinet, DART, Workday) Recorded college video newsletter with the President to discuss project overview Met with Marketing to develop Comms Plan and project branding Kicked off Workday HCM/Finance/Payroll implementation Assigned SME’s to mandatory Workday training modules Started mandatory training Started Wellness series Started daily walks with Steering Committee 33

Signing Ceremony and Project Launch 34

Signing Ceremony and Project Launch Started weekly meetings with Executive Steering Committee Repurposed DART to become rapid response decision support for WIT Met with BerryDunn to verify project approach and look for any gaps in our plan Developed and began implementing various staffing redundancy plans Supplemental staffing and consulting assigned to Workday project Concluded Phase 0 (Prepare) of Workday Launch implementation Started Phase 1 (Plan) of Workday Launch implementation (ends Thursday) Started data clean up Iterative approach - three tenant builds Started Student pre-implementation work Policies and procedures Data clean up SEIS liaison 35

What’s Next: Foundation tenant, with Aims’ data, will be delivered early October Lure Nick Hoyle back from UNC to come work on a modern ERP and leave crusty ole Banner behind. Go-live with HCM/Finance/Payroll: Aiming for July 1, 20 36

Questions? Brad Yoder [email protected] Andria Rogers [email protected] 37

ERP Assessment & Workday Selection Andria Rogers Exec. Director, IT Administrative Services April 23, 2019