McMaster University Mosaic Our People. Our Project. Summary of Change Impacts Finance & Research Finance Reviewed by AVP (Admin) & CFO – Sept. 18/13 Circulation to FFAC by End of September – for discussion in Octobers FFAC September 2013 June 2013 Survey Results on Mosaic Awareness • We’re less than 10 weeks until Go-Live! • Average awareness of 2.5 • 73% of respondents are slightly aware or better • Why is awareness this low: • Is this reasonable? • What can “we” do to change this? Table of contents • • • • • • • • • Provide the Mosaic Change Strategy & Engagement Curve Introduction and objective – for change impact sharing Definition and purpose of a change impact assessment Approach to gather and review change impacts List of people who reviewed the change impact summary document Review of impacted work streams in Finance and Research Finance Detailed summary of high impact changes in Finance Anticipated role changes in Financial Affairs and Decentralized areas Next steps • Supplementary Appendix Information – Detailed approach to gather change impacts – Documentation approach – Primary change impact categories – Degrees of change used for each impact McMaster University - Mosaic 2 Mosaic Change Strategy Key Points: • An effective OCM strategy is essential to enable the people to embrace and fully realize the benefits of the new system. • Results of any change effort cannot be achieved without the willing support and work of those impacted by the change itself. • The more that change plans are fully integrated, the greater the likelihood of a successful implementation. Critical Success Factors: • Employees demonstrate an understanding of why the change is happening, they engage in the solution and stay the course to the next milestone. • Communications build awareness of change efforts and are segmented and customized for different audiences. • Training vehicles are used to ensure that individuals are well supported and able to perform job tasks post implementation. McMaster University - Mosaic 3 Financial Advisory Leaders Success Strategies Successful Leadership Behaviours Leaders demonstrate unified sponsorship: sustained beyond formal agreement Establish and communicate the business context and rationale Participate in shared goal setting – together we “own” the new system Promote genuine openness, identify concerns fairly Make difficult resource decisions together to see the project through Develop “our” people – giving opportunities within Develop sponsorship throughout and across all areas of the University Be flexible when it’s critical to the success of our people and/or our project Understand the change impacts and create a climate for change Support and encourage recognition Encourage teamwork, cooperation and integrative thinking Stimulate critical thinking in others McMaster University - Mosaic 4 Mosaic Change Strategy Change management (based on Change Leadership, John Kotter’s, 8 step change model): 1. Increase Urgency: Align stakeholders to a common goal of supporting the organization's transformation journey. Done - Financial Forum 2011. 2. Build the Guiding Team: A high performing project team to foster effective teamwork and decision-making Mosaic Steering Committee 3. Get the Right Vision: Engage stakeholders in building a consensus future-state vision to meet requirements and support organizational strategy. 4. Communicate for Buy-In: Help employees understand the transformation and what it means for them. Facilitated through advisory committees. 5. Empower Action: Training people on what they need to know, when they need to know it and support them to hone the new skills. 6. Create Short-term Wins: Celebrate project milestones along the way. Identify quick wins after Go-Live which will reinforce success. 7. Don’t Let Up: Ensure continual communications and involvement of leaders at all levels pre and post GoLive to demonstrate commitment. 8. Make it Stick: Identify organizational incentives/mechanisms to reinforce changes in behaviour (e.g., performance measures/KPIs, etc.). Continue to support employees, both end-users and project team members, following implementation with knowledge/training support, reinforcing messaging and leadership support. McMaster University - Mosaic 5 Mosaic Engagement Curve McMaster University - Mosaic 6 Introduction and objective The purpose of this document is to: • Present a summary of the changes identified during the high-level impacts sessions • Discuss possible changes to roles / addition of tasks in: – Financial Affairs – Decentralized departments across campus • Present possible change management, communications and training activities to proactively plan for the high-impact changes identified Note: This document is not intended to provide a thorough analysis of stakeholder issues but reflects those key ‘high impact’ areas that will be of importance to end-users in departments and/or offices across campus McMaster University - Mosaic 7 Mosaic Changes for Finance December Go-Live: • The finance community will see a replacement of several outdated systems currently in use as well as an introduction to new modules and functionality that are currently not available (e.g., AR module). • Primary Change: the main accounting system, FAS, will be replaced by a cohesive PeopleSoft suite that will provide integrated modules; G/L, A/P, purchasing, A/R, project costing as well as a new budgeting tool, Hyperion. • Further change: affects affiliates, ancillaries and users with unique processes who need integrate their systems that will remain after the go-live phase. • New Features: Such as, canned reports, drill down capability through to the sub-ledgers and budget modelling, will be exciting management tools but might initially seem overwhelming to end-users unaccustomed to real time reporting. McMaster University - Mosaic 8 Definition and purpose of a change impact assessment What is a Change Impact Assessment? • A summary of the expected changes that may result from the implementation of PeopleSoft and how those changes will affect faculty, staff, and/or students • Identifies change impact areas that should be addressed in order for the project to move forward effectively • Identifies high-level impacts and degree of change by functional area to allow the functional areas, along with additional support from the OCM team to plan and target critical areas Why conduct a Change Impact Assessment? • Identify changes to work activities, processes and jobs • Enable targeted communications by population group (e.g., faculty, staff, students) • Identify special training requirements needed to prepare end-users for the change • Help leaders guide people through the change, by understanding where the major changes will take place • Begin a meaningful discussion with faculty, staff and students around the impacts of the change – a discussion that will continue past the initial go-live for Finance McMaster University - Mosaic 9 The approach to gather change impacts for Finance and Research Finance • The impacts outlined on the following pages were identified, reviewed and validated by Finance and Research Finance project team members, Functional Leads and Functional Chairs – further insight from Advisory Committee members will round-out this document. The process to gather, review and validate change impacts… Interviews Assess current state and to-be processes Review and validate changed identified Identify leader & support OCM tactics for high impact changes • Interviewed Functional Leads and project team members to understand high level impacts • Documented the high level impacts on the Mosaic Change Impacts Tracker • Conducted detailed reviews of current state and to-be process maps (Industry Print) to understand changes to specific Finance and Research Finance processes • Reviewed design executive summaries prepared for and approved by Functional Chairs McMaster University - Mosaic • Reviewed and validated detailed change impacts with project team members and Functional Leads • Please see the next slide for detailed list of reviewers from the Finance project team 10 • Identified leader * supporting OCM tactics for high-impact changes • Solicit broader stakeholder input from the advisory teams. • Present findings to Functional Leads and project team members Project team members reviewed and validated the information in this summary • The summary of change impacts was reviewed by the Finance project team: – Functional Chair • Dee Henne – Functional Leads • Lou Mitton, Jerry Strader – Project Team • Accounts Payable, Procurement and T&E – Terri Wetton, Josh Chapman, Shakir Shaikh • A/R Billing – Debbie Weisensee, Nicholas Pegg • General Ledger and Commitment Control – Stacey Farkas, Carlos Evans • Project Costing – Kathleen Blackwood, Dan Goodstadt McMaster University - Mosaic 11 Review of impacted work streams in Finance and Research Finance • The December 2013 go-live will see the implementation of Finance and Research Finance (Post-Award) modules – Finance will see the implementation of 6 modules – Research Finance will see the implementation of 1 module but will be heavy users of PeopleSoft Financials GO LIVE: December 1, 2013 Finance Research Finance (Post-Award) General Ledger and Commitment Control Accounts Payable Procurement Accounts Receivable / Billing Project Costing Travel and Expenses McMaster University - Mosaic Grants Awards 12 Summary of high impact changes in Finance McMaster University - Mosaic 13 Accounts Payable: detailed summary of high impact changes • The following tables describe the high-impact changes and the suggested OCM activities to address each change identified Process Change Impacts (Technology, Process, People) Functional Lead & OCM Response Voucher Entry (PO and nonPO) Technology • Oracle Cheque Requisition will be eliminated Communication • The Voucher Entry roles will need to be communicated as a replacement to roles doing Oracle Cheque Requisition. Process • Vouchers will be entered by Accounts Payable (PO) and identified users in departments (non-PO) across campus. • Supporting invoices will be scanned to attach to the voucher. This may be viewed as a workload increase, but it eliminates copying, printing and mailing paperwork for hand-signatures. • For Non-PO vouchers the replenishment of petty cash will be a new process People • New Voucher Entry roles have been created for this process McMaster University - Mosaic 14 • Unions will need to be notified of the new requirement to scan and attach receipts to the voucher (instead of traditional copying, printing, manual attaching, and signature routing) Training • The Voucher Entry role requires training to include training on scanning and attaching invoices/receipts Accounts Payable: detailed summary of high impact changes (continued) Process Change Impacts (Technology, Process, People) Functional Lead & OCM Response Withholdin g (T4A and T4A-NR) Process • Departments will be required to fill out the ‘supplier request’ form (new) and send it to Strategic Procurement for processing • System workflow may decrease work load for departments and Strategic Procurement Communications • Department managers / supervisors will need to be made aware of the role for T4A/T4A-NR processing • Changes to the current ICQ process will need to be communicated People • The issue of a T4A or T4A-NR will depend on whether or not the supplier is a resident or nonresident. – Resident: departments will go through the ICQ process to determine if it’s an independent contractor or existing employee relationship. If the supplier is new to McMaster, the supplier will be set up as a new vendor in PeopleSoft , at which point the T4A will be done Training • Training will need to include information on T4A and T4A-NR, including the process for setting-up suppliers in PeopleSoft – Non Resident: departments will process visitors (or non-residents) through the T4A-NR process • The process to check will be a joint responsibility between Accounts Payable, Strategic Procurement and departments (like today); Consultation with HR will also be part of the process McMaster University - Mosaic 15 Job Design • Department managers / supervisors will need to ensure that the T4A or T4A-NR assessment is manageable post training Performance Support • Departments may benefit from a job aid that explains the difference between a T4A and T4A-NR along with the associated processes Accounts Receivable / Billing: detailed summary of high impact changes Process Change Impacts (Technology, Process, People) Function Lead & OCM Response Create Manual Bills and Process Bills Technology • Current State: Many disparate systems (e.g., shadow systems & access databases) exist for managing payments & receivables • Future State: areas will migrate to the A/R Billing module (e.g., Nuclear Reactor, Conference Services, etc.) Communication • Given the differences in the degree of change impact the A/R Billing system presents different adopters (e.g., Nuclear Reactor, Conference Services, etc.), Communication will be required to summarize changes affecting each group. Process • End-users will enter billing information directly into PeopleSoft A/R to manage payments and receivables People • PeopleSoft language with respect to billing &receivables will be new to many individuals across campus • Segregation of duties will need to be required Process Unbilled Receipts Technology • The people who currently use MVS OnLine Cashiering will use PeopleSoft A/R Billing to process unbilled receipts Process • Those not using PS non-student billing in December , but who currently use online cashiering ,will switch to depositing unbilled receipts in PeopleSoft (e.g., processing e-Select payments through Moneris) People • Departments & offices across the University collecting payments will be impacted by this process & technology change 16 McMaster University - Mosaic Training • Training will include a terminology sheet for individuals responsible for creating / processing manual bills in the system. Training • The A/R Billing ‘Create Deposit’ course will need to cover the change in process for decentralized users who collect payments. Accounts Receivable / Billing: detailed summary of high impact changes Process Change Impacts (Technology, Process, People) Functional Lead & OCM Response Grants Billing Technology • PeopleSoft A/R/Billing will be used to process billing and receipts for Research Communication • A demonstration of the new A/R billing system should be provided to accountants in FHS in advance of formal training so that they are familiar with the system and associated screens Process • The process for Research billing will change with the introduction of PeopleSoft People • Research accountants in FHS will be responsible for reviewing the billing worksheet prepared by the administrative coordinators in each FHS department • Research accountants in McMaster Research Finance and FHS Research Finance will be responsible for billing, with separate individuals identified to handle cashiering • Segregation of duties is required McMaster University - Mosaic 17 Training • A quick reference guide / job aid will be created for individuals in McMaster Research Finance and FHS, Research Finance that walks through the grants billing processes in PeopleSoft General Ledger: detailed summary of high impact changes Process Change Impacts (Technology, Process, People) Functional Lead & OCM Response Create and Process Journals Technology • At Finance go-live FAS use will be eliminated • An ‘upload spreadsheet entry’ tool will be made available to upload journal information through Excel • A new tool that will map current FAS accounts to PeopleSoft chartfields will be available to end-users Communication • The automated workflow process for approvals will require communication to approvers Process • McMaster current account structure will be eliminated & a new chart of accounts will be adopted, featuring more digits and more fields • Required approvals will be routed using workflow • Increased automation and an improved GL design may decrease the number of journals that need to be processed (which will decrease work load and the time spent filtering through paper) People • Financial system end-users across campus will need to be aware of the new chart of account structure and associated terminology (e.g., chartfield string) McMaster University - Mosaic 18 Training • A terminology guide will be created for the new McMaster financial nomenclature • A tool will be created that maps the new chart of accounts to old. A quick reference card or job aid should be created to walk users through how to use the new ‘FAS Account to PeopleSoft chartfield tool ‘ • A job aid will need to be created to walk users through how to upload a spreadsheet entry into the new system Performance Support • A quick reference card explaining the new chart of account structure and account codes should be created and distributed to all financial system end-users General Ledger: detailed summary of high impact changes (continued) Process Change Impacts (Technology, Process, People) Functional Lead & OCM Response Review Financial Information Technology • FAS will be eliminated with the implementation of PeopleSoft • Many people currently use excel documents to keep track of detailed information about a given transaction – with PeopleSoft, the use of shadow systems may diminish • Currently, end-users are able to create their own reports, moving forward many reports will be available AND the ‘request query’ form will be required to obtain new specific reports (which will be reviewed against the existing available reports to avoid duplication) Communications • A communication that explains what a ‘thin’ GL is will be valuable for new McMaster financial system end-users. Note: recall a thin GL relies and links to the detailed information in our integrated sub-ledger modules. Process • The University will move from a ‘thick’ GL to a ‘thin’ GL with transactions available in sub-ledger modules accessible online using drill down capability • nVision Super Users will be able to develop reports via self-service as opposed to a request through UTS • The ability to access financial information on one integrated system will likely result in a decreased workload (in terms of time searching and tracking down information) for many financial system end-users People • Individuals identified as ‘nVision Super Users’ will be asked to develop reports McMaster University - Mosaic 19 Training • Training should include the ‘request query’ form General Ledger: detailed summary of high impact changes (continued) Process Change Impacts (Technology, Process, People) Functional Lead & OCM Response Manage Open Items Technology • FAS will be eliminated with the implementation of PeopleSoft Process • Personal Development Allowance (PDA) will be managed through open item functionality by employee in PeopleSoft in the “interim” before HR go-live • Travel & Expense, Accounts Payable, the Bookstore and HR will provide information for PDA expenses, and balances will be managed through open items and the PDA program in the interim, and then will be managed through the HR system after it is implemented (in 2014) Training • Training will include the purpose and use of open items, in addition to the new process for PDAs Month and Year End Technology • FAS will be eliminated with the implementation of PeopleSoft Process • The use of adjustment periods (not currently used) will change the way month and year-end is processed People • The responsibility for ‘year-end closing’ is currently a joint responsibility between Data Control in UTS and Central Finance. • Moving forward, the responsibility for year-end closing will fall under Central Finance Training • Training will include an explanation of adjustment periods and the impact on month and year end closing Job Design • Central Finance may want to review the current role for ‘year-end closing’ to ensure that the additional responsibility (absorbed from UTS) will not impact the time available for other tasks McMaster University - Mosaic 20 Procurement: detailed summary of high impact changes Process Change Impacts (Technology, Process, People) Functional Lead & OCM Response Requisition Creation Technology • Current hard copy purchase requisition forms will be eliminated; • Purchase requisitions will be created online Communications • Communication about accountability should be emphasized in training. • Note: this accountability is no different than the University’s existing ‘Execution of Instruments’ from 2011 and the revised version in 2013. Process • Current State: complete hard copy requisition, scan/mail to Strategic Procurement (with supporting quotes/invoice/back-up) who enters the requisition into Walker & creates the purchase order (PO) [duplication of effort]; hard copies are routed manually for signatures. • Future State: online requisition and scan/attach supporting documents with automated approval workflow; impact decreased workload for the end-user, paper-handlers, authorizers and Strategic Procurement • For all purchases: the requisitioner of goods or services is accountable for adhering to the strategic purchasing policy (SP-01) by attaching the right number of quotes or single/sole source justification. • Purchases less than $50,000: Strategic Procurement will conduct a value-formoney sample based ‘spot-check’ twice a day before the purchase order is dispatched to the supplier AND conduct a post-PO sample-based compliance check to report compliance by Faculty/area • Purchased greater than $50,000: Strategic Procurement will perform 100% SP-01 compliance check before PO. People • Individual accountability built into the pre-existing execution of instruments is reinforced in the systems design. McMaster University - Mosaic 21 Procurement: detailed summary of high impact changes (continued) Process Change Impacts (Technology, Process, People) Functional Lead & OCM Response Supplier Creation and Maintenance Technology • The ‘supplier request’ form will be used to create a new supplier Training • The ‘Supplier Request’ form will need to be included in training Process • System supplier creation will decrease the work load for those people who are using paper-based forms today People • A Strategic Procurement role will administer & manage new/existing suppliers. • Departments will complete the supplier request form for “new” supplier s (not in the system), a supplier must exist to create a requisition or non-PO voucher Requisition Approval Technology • Hardcopy approvals will be eliminated with automated workflow. Process • The Execution of Instruments (EOI) updated authority matrix will be automated with workflow. Strategic Procurement thresholds are currently under review • Requisition support will need to be scan/attached to requisitions. • Workflow approval processes will decrease the time spent printing, routing, and hand-signing People • Account owners will need to understand the ‘Execution of Instruments’ authority matrix & thresholds, accountabilities remain McMaster University - Mosaic unchanged at the individual level (section II 22 of the EOI) Job Design • Strategic Procurement role will manage the master vendor file • The current structure of Strategic Procurement may need to be assessed to determine who (or which role) in the department will manage the master vendor file. Communications and Policy / Procedure • People designated as ‘approvers’ will need to understand the ‘Execution of Instruments’ and associated processes for approvals Procurement: detailed summary of high impact changes (continued) Process Change Impacts (Technology, Process, People) Functional Lead & OCM Response Receiving Technology • Goods delivered directly to end-users will be require endusers to do the receiving in PeopleSoft Process • Goods received will be managed & entered into PeopleSoft by the end-user if delivered directly as opposed to General Receiving (the current process). People • Departments will take on a larger role in managing & tracking the delivery of goods that are not sent through the Hospital or General Receiving Training • The requestor of the good will need to be aware of how to create purchase orders in the system and how to “receive” in the system if goods are directed to be shipped directly to the end-user. Systems Contracts Technology • Current state: suppliers provide a spreadsheet (w/invoice numbers, applicable taxes, etc.) to Strategic Procurement. • Future state: supplier spreadsheet will no longer be required since supplier information will be in PeopleSoft Process • The Accounts Payable supplier contracts upload in the system will no longer be required • The manual processes associated with checking & uploading supplier data will not be required People • Strategic Procurement will be responsible for managing all supplier contracts Communications and Policy / Procedure • Departments & Faculties will be able to place orders off systems contracts set-up by Strategic Procurement. Job Design • The current organizational structure of the department may need to be reviewed to identify which buyer(s) will assume this responsibility McMaster University - Mosaic 23 Procurement: detailed summary of high impact changes (continued) Process Change Impacts (Technology, Process, People) Functional Lead & OCM Response Procurement Contracts Technology • Current State: manual process • Future State: people will use PeopleSoft Contract Management Training • Departments / end-user will need to remember to use the origin ‘CON’ so that contract is sent directly to Strategic Procurement Process • Individuals will complete a requisition using the origin ‘CON’, the requisition will workflow to Strategic Procurement to produce a contract from the Purchase Order information. • The purchase order will become a contract and dispatched to suppliers • Long-term contracts will not require annual requisition creation (like today) People • A reduction in workload is expected in some areas, people will no longer need to create annual renewal/continuation requisitions • Strategic Procurement will issue contracts with standard terms and conditions that will be set-up based on the duration of the contract period. McMaster University - Mosaic 24 Project Costing: detailed summary of high impact changes Process Change Impacts (Technology, Process, People) Functional Lead & OCM Response Define Project Scope, Resources, Tasks and WBS Technology • Both FAS & TFAIS (used for Trust) will be decommissioned • Facilities Services will use project costing for capital management • PeopleSoft projects will require that users obtain manual approvals for changes in project status – a form may need to be created to capture these changes Process • The number of available project statuses will increase • More statuses will result in more control but will also require more maintenance as the status will need to be updated on a regular basis People • No people changes have been identified Training • The form used for manual approvals will need to be included in training Launch and Manage Project Tasks and Schedule Technology • TFAIS (used for Trust) will be decommissioned • Manual excel reports will no longer be needed replaced by PeopleSoft project reporting Process • Users may be able to spend more time analyzing project data and less time performing manual tasks People • Users in Trust, Research Finance, and Facilities will need to understand reporting capabilities in the new system Communications • Individuals using project costing will need to be made aware of increased email communication resulting once a project status is open in the system Training • Training will include reporting to ensure that users are aware of the delivered reports McMaster University - Mosaic 25 Project Costing: detailed summary of high impact changes (continued) Process Change Impacts (Technology, Process, People) Functional Lead & OCM Response Procure Project Materials and Services Technology • All purchase requisitions and resulting purchase orders will occur through PeopleSoft at December’s go-live. Communication • A communication should include the benefits of using PeopleSoft procurement as it integrates information into Projects enabling better reporting capability. Process • Individuals in Facilities will use the PeopleSoft procurement module (not AIM) to process and complete purchase requisitions People • Individuals will need to learn the procurement module in PeopleSoft. McMaster University - Mosaic 26 Travel & Expense: detailed summary of high impact changes Process Change Impacts (Technology, Process, People) Functional Lead & OCM Response Cash Advance Technology • Current State: cash advances through payment request will cease. • Future State: cash advances will be via corporate credit cards Process • Cash advances will occur via ATM on corporate cards • On an exception basis researchers (PIs) can receive cash advances as an encumbrance on their account • A new procedure will be developed to process exceptions People • Individuals will be responsible for reconciling cash advances when completing their expense reports • Accounts Payable will monitor the un-reconciled funds • Individuals in Accounts Payable will need to understand the new processes associated with reconciliation queries Communication • Researchers (PIs) will need to understand the new process around exceptions to the new cash advances process. Travel Authorizati on Technology • No technology change has been identified Process • Travel authorizations will be optional for exceptions to current policy • Currently, travel authorization for travel outside of ‘normal’ business is granted via personal conversation, email, etc. Moving forward, system pre-approval will be optional because27of its system audit trail. McMaster University - Mosaic Training • Optional: preapproval for travel outside of ‘normal’ business Travel & Expense: detailed summary of high impact changes (continued) Process Change Impacts (Technology, Process, People) OCM Response Expense Reports Technology • Current state: Oracle ‘payment request form’ for expense reporting. • Future state: PeopleSoft TNE module will receive a direct feed from the credit card company for individual expense reconciliation (expense report submission) and using HR hierarchy in MacVIP approvals will be received using workflow. Communication • Individuals will need to scan/attach receipts. • AP will need to match originals to system scans before destroying hard copies (the system scans will represent the audit trail originals once matched). Process • Individuals will be required to reconcile their expense submission and scan/attach receipts for workflow approvals. • Original receipts will be sent to AP for match reconciliation and destruction (this step will not delay expense processing). People • People required to scan/attach their receipts • Self-service is available to complete expense reports should the user want to do it this way (alternatively, the user can delegate expense reporting e.g. admin. Assistant, or grad student) McMaster University - Mosaic 28 Anticipated role / task changes in Financial Affairs and Decentralized areas across the University McMaster University - Mosaic 29 Accounts Payable: anticipated task changes • The changes occurring in the Accounts Payable and Travel & Expense modules will impact tasks in the Accounts Payable department in Financial Affairs Accounts Payable Senior Manager • Assistant Supervisor • Associate, PO • Associate, Cheque Requisition (2) • Associate, Travel (2) • Associate, Document Control McMaster University - Mosaic Finance / Research Finance module Faculty / Departme nt / Area Roles Impacted Existin g Task or New Task Description of Impact / Task Accounts Payable Financial Affairs – Accounts Payable AP Senior Manager and Assistant Supervisor New Task • This role will be responsible for processing internal and external voucher interfaces via PeopleSoft Travel & Expense Financial Affairs – Accounts Payable AP Associate, Travel Existing Task • The AP Reimbursement Specialist will be responsible for reconciling cash advance spend against the cash advance application for Researchers (PI) 30 Strategic Procurement: anticipated task changes • The changes occurring in the Procurement module will impact tasks in the Procurement Services department in Strategic Procurement Strategic Procurement Acting Director Finance / Research Finance module Faculty / Department / Area Roles Impacted Existing Task or New Task Description of Impact / Task Procurement Financial Affairs – Strategic Procurement Procurement Assistant New Task • Strategic Procurement will be responsible for supplier management Procurement Financial Affairs – Strategic Procurement Procurement Specialists (buyers) Existing Task • Strategic Procurement will have an enhanced compliance reporting role Procurement Services Manager • Senior Procurement Specialist • Procurement Specialist (3) • Procurement Assistant Note: Further discussion regarding which roles will be impacted in Strategic Procurement will need to occur McMaster University - Mosaic 31 Financial Services: anticipated task changes • The changes occurring in the General Ledger module will impact tasks in Financial Services Financial Services Director Accounting & Control Manager Finance / Research Finance module Faculty / Departmen t / Area Roles Impacte d Existing Task or New Task Description of Impact / Task General Ledger Financial Services – Accounting & Control Data Control Existing Task / New Task (GL Super User) • Responsibility for closing year-end is currently held between UTS and Central Finance. Moving forward, Central Finance will assume more responsibility for year-end closing, reconciliation processes and information analysis General Ledger Financial Services – Accounting & Control N/A (does not exist today) New Task • Accounting & Control will share responsibility for benchmarking and driving the overall financial reporting strategy • System Support / Data Control • System Assistant • Supervisor (2) • Accounting Assistant (2) • Bank Reconciliation McMaster University - Mosaic 32 Decentralized departments across campus: anticipated task changes • The changes occurring in every one of the six finance modules will impact tasks in the faculties and departments across campus Financial Affairs AVP (Admin) & CFO Decentralized Finance departments (e.g., School of Business) Finance / Research Finance module Faculty / Departme nt / Area Roles Impacted Existing Task or New Task Description of Impact / Task Accounts Payable Departmen ts across campus Administrativ e Coordinators / Support Staff Existing Task / New Task • The Department Process Specialist will be responsible for the requisition of goods and services based on Managers requirements. • Receiving direct orders to be segregated from requisition role (for direct receiving). • Non-PO payments (e.g., voucher) and travel expenses Procureme nt FFAC – key decentralized department role to consider here. McMaster University - Mosaic • Additional responsibilities will include a better understanding of when to apply the T4A or T4ANR assessment for services 33 Decentralized departments across campus: anticipated task changes (con’t) Financial Services Director Decentralized Finance departments (e.g., School of Business) Finance / Research Finance module Faculty / Department / Area Roles Impacted Existing Task or New Task Description of Impact / Task Billing Department s across campus Cashiers Existing / New Task • Changes to security and enhanced controls (i.e., segregation of duties) will result in cashiers not being able to BOTH receive cheques and process cheques (being responsible for both actions will breach the segregation of duty rules) McMaster University - Mosaic 34 Next steps • Share document with project team members for validation • Revise the document based on feedback received from Finance Functional Chair • Share document with FFAC for pre-September meeting reading – Questions regarding this document should be sent to the FFAC Chair to collate and collect responses/update this document for October’s meeting. – Members of FFAC should share this document within team meetings with individual who have any of the financial functions identified in this deck • WHY: This provides early insight into potential change impacts and allows for early feedback collection or idea suggestion to enhance the roll-out program. • Assign resources to each tactic to ensure that the change impact is addressed • Follow-up with Financial Affairs and decentralized departments to discuss resource for December and post-go-live. McMaster University - Mosaic 35 Appendix McMaster University - Mosaic 36 Detailed approach to gather change impacts • The change impact assessment for Mosaic ran through the common design and build phases of the project High-level Impact Assessment – provides insight into the initial impacts gathered through interviews with functional teams following fit-gap workshops Detailed Impact Assessment – identifies high impact areas in each functional area based on decisions made in the design / build phase We are here Inputs • OCM team • Functional leads / SMEs Activities 1. Initial High Level Assessment • Interview Functional Leads / SMEs to understand high level impacts • Identify gaps in information and areas for further questions • Populate Mosaic change impacts tracker with impact information • Summarize initial change impacts in preparation for review with Functional Chairs / Leads 3. Detailed Impact Assessment 2. Validate • • • • • OCM team • Functional Chairs / Leads • Review impacts with Functional Chairs / Leads to confirm findings • Develop initial action plans to address impacts McMaster University - Mosaic OCM team Functional teams University Stakeholders Design documentation (e.g., Industry Print) • Review initial high level impact assessments with functional team • Review finalized process maps and other relevant information • Document detailed impacts • Collect input from functional team members on detailed impact assessment • Summarize detailed change impacts and confirm with functional team members • Identify highly impact areas 37 4. Action Plan • OCM team • Functional Chairs / Leads • University Stakeholders • Recommend action plans for high impact areas • Prepare summary based on findings • Present findings to functional leads / chairs / SMEs • Capture additional changes and/or concerns from meeting Documentation approach • The change impacts were documented using the ‘Mosaic change impacts tracker’ • This template tracked: Project work stream General description of process Degree of change (high, medium, low) Primary and secondary stakeholders affected Description of change (e.g., process, technology, people) Area of potential change (e.g., training, communication, change management) McMaster University - Mosaic 38 Primary change impact categories • Change impacts were categorized into three broad areas – process, technology and people Technology Process People Technology Change • Anticipated change to the current technology applications / programs (i.e., current system will be decommissioned for PeopleSoft) New or change to Forms / Tools (e.g., excel spreadsheets) • Anticipated changes to tools, such as new or revised forms, that will be required to carry out the new processes Process • Anticipated process changes, including following new or revised processes in addition to or in place of existing processes. Work Volume Change • Anticipated changes to the volume of work (i.e., an increase/ decrease in work loads) Automation • Processes that were once manual are now automated • Anticipated culture changes and changes to entrenched behavior that will be required in the new environment, changes in the way people People (Change Mgmt Issues) manage their work/routines, preferences • Anticipated changes in responsibility or perceived prestige of the role • Role changes - anticipated changes to existing roles or the addition of new roles Job change or new role • Anticipated changes in accountability or reporting relationships, the number of people required, the location where work is performed New Skills and Knowledge • Anticipated that new skills and/or knowledge will be required of endRequired users based on role changes, new technology, new process, etc. Non-Mosaic users impacted by process change McMaster University - Mosaic • Although not directly affected by PeopleSoft, non-Mosaic users may need to understand the process changes 39 Degrees of change used for each impact • Each process was determined to be either high, medium or low based on how different that process will be in PeopleSoft • Appropriate OCM tactics (e.g., training, communication and/or change management activities) will be identified to target the high impact areas noted during the assessments High Medium Significant change to the impact type in terms of what is done today versus what will be required in the future, which will require follow-up for further understanding Some change to the impact type involving some adjustments from what is done today versus what will be required in the future, which may require follow-up McMaster University - Mosaic 40 Low Minor changes to the impact type; what is done today will be similar to what is done in the future, which will not require follow-up at this point in time.