Attachment G, Appendix 1 - UMass ERP Roadmap RFP Background Aug 2024.pdf

UMass ERP Roadmap RFP Background, August 2024

Attachment G, Appendix 1

About UMass

Affiliates:

UMass by the Numbers

$4.3 billion annual FY25 budget

Nearly 74,000 students by headcount & 20,000 new graduates annually

$760 million in state appropriation (not including CB, fringe, ARPA)

$86.5 million average monthly spend with over 30,000 vendors

$153 million average monthly payroll

26,000 employees (including students), 3rd largest employer in Massachusetts

$826 million in annual research & development

$409 million in University-generated financial aid

While UMass is large in scale, it faces significant challenges in meeting its operational goals.

UMass ERP Background, History, and

Current State

UMass ERP Background

▪ "Enterprise Resource Planning (ERP)" is the industry's way of describing the systems used to support key areas like finance, human resources, and in higher education, student.

▪ In the context of UMass, ERP includes a myriad of technologies, from Peoplesoft HR, Finance and Student, to Buyways, to a large number of point solution products acquired and implemented over the past 20 years.

▪ The UMass "ERP" is now very much an ecosystem of products that has evolved over time to serve the needs of the campuses and the system.

▪ In the 20 years since we first implemented the core ERP, the higher education industry has evolved significantly, UMass’s size, complexity and needs have changed drastically, and the

ERP systems serving higher education have evolved commensurately.

▪ Thankfully, as a system we are not in a “crisis” with our ERP where we are in reactionary mode – we have time to “Learn, Think, and Share”. Our core tools are stable, but they are showing their age, and they have become increasingly difficult to maintain.

L O W M E D H I G H

Frequency of ResponseRelated comments from respondents

Reporting is challenging2

Too many systems & lack of standardization1

Does the current ERP meet the needs of your campus?

18%

77%

5%

Not Meeting Needs

Somewhat Meeting

Needs

Note: Data represents responses to select survey questions

Complexity of system landscape3

ERP system ownership & support6

Poor user experience & manual workarounds4

Lack of campus autonomy7

Existing system is functional & meets our needs5

UMass ERP Background

▪ Campuses and UMPO share one instance of Peoplesoft HCM and one instance of

Peoplesoft Financials

▪ Campus business units were established as part of the initial setup

▪ Boston, Dartmouth, and Lowell share one instance of Peoplesoft Student; Amherst and Chan have their own instance of Peoplesoft student

▪ The Peoplesoft applications are heavily customized and extensive integrations with non-Peoplesoft systems have been developed/maintained

▪ As of today, there is no Peoplesoft "end of life“

▪ Oracle has a rolling, 10-year support policy

HR & Finance ERP “Ecosystem” History

Peoplesoft HR and Financials

Phase 1

Peoplesoft Financials Phase 2

Ecosystem/

Integration Phase

• Human Resources

• Benefits

• Time and Labor

• Payroll

• GL

• AP

• Purchasing

FY 2002 – FY 2006 FY 2007 – FY 2011

• Assets

• Grants

• Projects

• Contracts

• Billing/AR

• Effort Certification (Huron)

• BuyWays Procurement

• PageUp/iCims Recruiting

• UM-Plan Budgeting

• Concur Travel & Expense

• Kuali Pre-Award

• GASB 87 Lease Accounting

FY 2012 – FY 2024

Initial investment in

Peoplesoft to support core HR and Finance functions

Second investment in

Finance functions to integrate with core

Finance

Significant investment in non-Peoplesoft products to meet functional needs

(some replaced Peoplesoft)

HR Current State Ecosystem

EPAF / Forms

(Gideon Taylor)

Time Collection

(Kronos – A,B,D,L,W) (Oracle – MassBIO)

Recruiting

(PageUp – A,B,D,L,PO)

(ICIMS – W)

Immigration

(Sunapsis)

Compliance Training

(Get Inclusive A,B,D,L,PO) (Litmos W)

Affirmative Action

(DCI)

Tax / 1042

(Glacier)

HR Direct

(PeopleSoft)

•Human Resources

•Position Management

•Benefits

• Time & Labor

•Payroll

•Commitment Acctg

• Training Admin

•Self-Service

Consolidated Reporting &

Analytics

SUMMIT

SPARC

Performance Management

3rd Party SolutionsIn Progress

Reports Data

Analytics

Web-based Reporting International

Tax

Financials Current State Ecosystem

Financials

(PeopleSoft)

Effort Certification

(Huron)

Procure to Pay

(Jaggaer)

UM-Plan Budgets

(Syntellisl)

Pre-Award

(Kuali)

Asset Scanning

(Ventureforth / Carlton)

Travel Registry

(Terra Dotta)

• General Ledger

• Commitment Control

• Travel & Expense

• Accounts Payable

• Asset Mgmt

• Grants & Projects

• Contracts

• Billing & Receivables

• Self-Service

Consolidated Reporting & Analytics

SUMMIT

SPARC

Concur

Travel & Expense

GASB 87 Lease Accounting

(Crowe)

HX Global

Travel Registry

3rd Party SolutionsIn Progress

Reports Data

Analytics

Web-based Reporting

Student ERP “Ecosystem” History (Boston, Dartmouth & Lowell [BDL] only)

Peoplesoft SA Phase 1

Peoplesoft SA Phase 2

Ecosystem/

Integration Phase

FY 2002 – FY 2006 FY 2007 – FY 2011

• Student Self-service via IAM • Slate Integration

• CAS Integration

• Flywire

• Campus logic

• Follet

FY 2012 – FY 2024

Initial investment in Peoplesoft to support core SA functions

Second investment in Finance functions to integrate with core Finance

Significant investment in non- Peoplesoft products to meet functional needs (some have replaced Peoplesoft)

Student Current State Ecosystem (BDL only)

Campus Solutions

Student (CSS)

(PeopleSoft)

•Recruiting and Admissions

•Student Records

•Academic Advisement

•Student Financials

•Financial Aid

•Campus Communities

• Self-Service

Consolidated Reporting & Analytics

SUMMIT

SPARC

Admissions

Student Records

Financial Aid

Student

Financials

Campus

Communities

Integrations eForms

Reports Data

Analytics

Web-based Reporting

Slate (BDL) CAS-Liaison (L) DI-Hyland (BDL)

VZ Orientation (B) Test Scores (BDL) Parchment (ABDL)

Blackboard (BDL) Uachieve (B) Starfish (L) Sevis (BDL)

Follett (BDL)

NSC (BDL)

Paradigm (BL)

OSFA (BDL)

SAIG (BDL)

Campus Logic (BDL)

CPS (BDL)

COD Federal (BDL)

Flywire (BDL)

CyberSource (L) Atrium (B) University Health Plans (BDL)

Medicat (L) Maxient (BDL) Point and Click (BDL)

StarRez (DL) Property Boss (B)

Boomi (BDL)

Gideon Taylor (BDL)

Peoplesoft HR and Finance Customizations

SQLs, 2967

Peoplecode, Fields, 1757

Records, Queries, 1100

Translate

Values, 727 Pages, 593

App Engines, Over 17,000 HR Customizations

Peoplecode, 12611

Queries, 1760

Records, 1698

SQLs, 1531

Fields, 1361 Pages, 379

Over 22,000 Financials Customizations

Analysis completed by Sierra-Cedar

File transfers for HR: 220 API and DB Integrations: 9

File transfers for Finance: 134 API and DB Integrations: 16

UMass ERP Summit Recap April 2024

UMass ERP Summit – Held April 2024

“Learn, Think, Share”

The UMass ERP Summit is a first of its kind an event for campus leadership to come together to “learn, think and share” about Enterprise Resource

Planning (ERP) tools. The summit included a number of sessions including:

▪ Reflection/discussion on the University’s current ERP landscape

▪ Understanding the current ERP market

▪ Understanding our peers and their ERP journey

▪ Discussion/brainstorming about the University’s future – where do we go from here

16CONFIDENTIAL-INTERNAL USE ONLY

UMass ERP Leadership Readiness Background In April 2024, the UMass’ President’s Office held the UMass ERP Summit, a “first of its kind” event that convened over 120 UMass campus leaders, representing 5 campuses and the President’s Office, to

“learn, think, and share” about ERP tools and start a conversation about the ERP at UMass

To build off the momentum off the UMass ERP Summit, UMass’ President’s Office engaged the Deloitte team to conduct research on behalf of UMass’ President’s Office to help set a strong foundation for the potential modernization of UMass’

ERP system.

VALIDATE UNDERSTANDING

Meet with a diverse set of campus leaders to understand broad perspectives related to the options for a potential ERP modernization and desired future state vision.

Identify opportunities, priorities, and needs across the System, utilizing the stakeholder sessions to help garner buy-in on engagement with this process.

GENERATE ENGAGEMENT

Design a clear, actionable plan to guide the System through its potential ERP transformation journey, helping to manage change effectively and deliver tangible results.

CHART A PATH

O B J E C T I V E S

DRAFT – FOR DISCUSSION PURPOSES ONLY

ERP Summit – A Look Back

UMass Pa r t ic ipan t s120

Campuses and the P res iden t ’ s O f f ice 5

Funct iona l A reas14

• Academic • Finance • Procurement

• Budget • Grants/Research • Risk/Policy

• Bursar • Program Management • Student Financials

• Controller • Human Resources • Treasury

• Enrollment • Information Technology

F r o m a c r o s s

R e p r e s e n t i n g

ERP Summit - Key Takeaways

Users report significant institutional knowledge of current systems but are strongly aware of associated challenges and limitations.

Stakeholders seek an actionable roadmap outlining potential next steps, including initial work on a future vision and guiding principles.

Although UMass's ERP systems are not 'burning platforms' the significant challenges identified present compelling opportunities for potential transformation.

Activity 1: Key Themes from “Think” Exercise

The complex and largely non-integrated

ERP ecosystem challenges staff’s ability to effectively execute processes, manage and analyze data, and strategically plan for the present and future needs of campuses and the System.

Limitations, Strengths, and Opportunities

Participants identified a number of areas for future improvement by focusing on integrated systems and processes, improved access to quality data and reporting, and enhanced user experience.

Highly committed staff are adept at utilizing the current system because they possess substantial institutional knowledge. Strong internal capabilities have been developed to navigate and manage the current

ERP infrastructure.

Activity 1: Unpack and Group Summary

Strengths

L imi ta t ions

Opportunit ies

1. Integrations across Core ERP System and 3rd Party Bolt Ons

2. Data Quality, Reporting, and Analytics

3. Inconsistent Processes and User Experience

1. Familiarity with Systems and Workarounds

2. Technical and Institutional Know-How

3. Select Areas of Reporting

1. Reporting & Access to Data

2. Consolidate Systems

3. Process Alignment, Standardization, and Automation

Activity 2: “What One Thing” Summary

What one thing should UMass pursue as a next step coming out of today’s summit?:

• Need for a Clear Roadmap and Vision

• Desire for More Frequent Communication and Collaboration

• Focus on Process Improvement and System Evaluation

• Importance of Prioritizing Initiatives

• Emphasis on Student-Centric Approach

• Desire for Consistency and Standardization

• Awareness of Long-term Implementation Timeline

• Interest in Benchmarking

Continued discussions and learning from peer institutions; potential topics could include ERP planning process, organizational change management efforts, and lessons learned.

Demonstrations of different ERP solutions (to include system overviews with a deep dive into specific modules, functionality, and potential gaps, with an emphasis on Student, Grants, P2P, Reporting, etc.)

Post-Event Survey: Topics for Additional Engagement

Develop a strategic roadmap to steer future actions, establish an overarching vision and guiding principles, and foster consensus on how to advance ERP-related discussions throughout the System.

Continue conversations started at the Summit by campus and functional areas to understand system/process gaps, opportunities to standardize existing processes and data management, and processes/areas where there could be larger opportunities to transform.

Gain a better understanding of potential future gains and how a new ERP system and implementation could be funded.

Next Phase:

Develop an ERP Roadmap

Where is UMass?

The figure below outlines high-level, typical key steps organizations take as part of modernizing their

ERP systems. For UMass, the below would encompass Finance, HR, and Student at the aggregate.

Legend

In-Progress Focus of Transformation Guide

Future Activities

LEADERSHIP

READINESS

Validate current state of ERP and outline key next steps.

ROADMAP

Draft an ERP roadmap: set strategy, define the project scope and budget, determine go/no-go decision.

ERP

PRE-PLANNING

Establish governance structures, resource mobilization, functional and technical readiness, drive alignment on key design decisions.

ERP

SYSTEM

DECISION

Procurement, vendor decision, and implementation timeline planning.

ERP

IMPLEMENTATION

Develop, configure, and deploy ERP system, including rigorous testing, training, and data migration, change management and training deployment.

POST GO-LIVE

Refine processes, implement system enhancements, provide end user support.

UMass is here

Complete

ERP

SUMMIT

Host alignment summit with key stakeholders to begin feedback process of potential modernization.

LISTENING

SESSIONS

Host post-summit listening session with campuses and President’s

Office.

Inflection Point

Go/no-go decision