BOARD May 30, 2019 AGENDA > Call to order > IT Governance - PowerPoint PPT Presentation

IT SERVICE INVESTMENT BOARD May 30, 2019

AGENDA > Call to order > IT Governance Boards Recap – Strategy Board > UW Finance Transformation Update > Data Governance Structure Update > Data, Reporting, and Analytics – BI Portal and UW Profiles – Student and instructor success analytics > Major Projects Update > Top Priorities for Next Year 2

IT Governance Boards Recap Erik Hofer Associate Vice President for Academic Services, UW-IT 3

Strategy Board 4

UW-IT: Supporting UW Mission Leveraging IT to enable transformation at the UW Prepare IT across the UW to adapt and respond to a changing future through: Joint IT decision- making • Clearly defined IT strategy • Well architected IT landscape Advance Enhance the world-class student research experience Modernize UW Enable business academic administration administration Build foundations for use of technology throughout the UW Support emerging Provide excellent Highly adaptable Robust Resilient and Develop skills for technologies while customer infrastructure the future cybersecurity reliable platforms managing risk experience 5

QUESTIONS 6

UW Finance Transformation Update Ed Loftus Assistant Vice President for Finance Transformation 7

PROGRESS OF UWFT OVER PHASES – THE JOURNEY Since the Roadmap for Administrative Systems Modernization in 2008, UW has been on a path towards Financial Transformation, which each stepping stone building on the last Fina inance ce Trans ansfo forma mation tion “Go Live” Prese esent nt Fina inance ce Trans ansfo forma mation tion Read adin iness ess 2014-20 2017  System m Configurat nfiguration ion  Data a Conve version on Fina inance ce Syst ystems ms Strat ategy gy and and  Benchmar chmarking king and d Data a Read adin iness ess  Integrat ation on and d Rep epor orts s 2010-2013 Gathe hering ing (Finan inance ce, , Deve velopm opment nt Procur urement nt & Supp pply ly  Testing esting Chain) in)  Visioning oning Works kshop hop Fina inance ce Syst ystems ms Needs ds  Trai aini ning ng  Oper perat ating ing Mode del Desi esign gn  ERP Sourci cing ng Strat ategy y – Asses sessmen ment 2008 2008 Matur urit ity y Mode del l Works kshop hops  Cut-over over  Foundati ndation on Data a Mode del  ARIB IBA Extension ension and d Protot otypin yping  Gartne ner r Asse sess ssme ment nt  Supp ppor ort  HRP Mode derniz nizat ation on  HCM Workd kday ay Roadmap oadmap for or Admini inistrati ative Go Go-Live ive  Initial al Hackett ett Syst ystem m Moderni oderniza zation ion Benchmar chmarking king  Workday kday Selec lected for (Proc ocur urement nt) Finance nce 8

TRANSFORMATION MATURITY CURVE – THE GOAL UW has made a decision to target a 3, and 4 where possible for the degree of transformation for the UWFT program, meaning there will be transformation of business processes as well as consolidation of services Tec echno hnolog ogy y Enab able led d Busine ness s Risk sk Mitig igat ation on Imp mproveme ovement nts Transf ansfor ormat ation on 4 3 Autom omat atio ion n and d Comp mple lete Stand ndar ardiz izat ation on of Services ices & Proces cesses on ganization ue to Organiza ERP & All Proces cess 2 Rede edesign ign asing Value ERP & Sele lect Proces cess Increasing Rede edesign ign 1 ERP System m Replacem eplacement nt Medium edium – High h deg egree High h deg egree of trans nsfor orma matio ion Low deg egree on trans nsfor orma mation ion Medium edium deg egree of of trans nsfor orma mation ion trans nsfor orma mation ion Digi gital al Techno hnolog logy Enab abler ler Increasing asing Focus us on Trans ansfor orma mation ion and d Innov ovat ation ion 9

THE ADOPTION OF A DESIGN PHASE > The Provost and President approved moving into a 6-month Design Phase prior to implementation > The decision to include a Design Phase is a natural outcome of the Readiness process, which remains on track to conclude at the end of June 2019 > This will better enable us to build the right plan to achieve our target level of transformation as it allows for: – Further definition of future state business processes and refinement of future state IT architecture based on business design – A resource plan that is better aligned with other major program timelines in collaboration with IT, UW Medicine and the ISC – Additional time and access for prototyping, improving policies and processes and focus on the operating model, and unit readiness/engagement 10

CONCEPTUAL OPERATING MODEL - GUIDANCE FROM SPONSORS We will use the following set of guidelines when defining the future state Operating Model for the University of Washington. Oper perat ating ing Mode del Guideline ines Business ness  Strive to design common Policies, Processes and an Efficient Operating Model WHILE Requir uirements ements ensuring critical business requirements are met  Provide high quality customer service that is as good as or better than what we have today Custom omer r Servic ice  Need to keep in mind the full spectrum of customers Degree ree of  Strive to achieve the highest degree of transformation* by establishing standard Policies Trans ansform ormat ation ion and Processes enabled by a Cloud based ERP and Operating Model  Design the Operating Model to be flexible and to support achievement of future strategic Futur ture-Ori rient ented ed goals Benef efit it Realiz lizat ation ion  Savings and other productivity gains derived from this transformation are expected * Transformation refers to automation and consolidation of services. This includes a high degree of transformation with a leading operating model structure irrespective of ERP. 11

FOUNDATION DATA MODEL (FDM) UPDATE – THE WORKDAY FDM BLUEPRINT Identify future ture state FDM di dime mens nsions ions Understand de deliv ivere ered Workday FDM 1 2 to facilitate financial and dime di mensions sions and de definition nitions. operational reporting across the Enterprise. Demo mons nstr trate Workday delivered 4 3 Establish a flexi xibl ble e da data a mo mode del repor ports ts and da dashboar hboards ds in the AMU capable of meeting both curre urrent t and tenant with the new data structure. antic nticipat ipated ed bu busines iness needs ds across the Enterprise to set the platform of operating in a digital world. 12

WORKDAY FDM BLUEPRINT ACTIVITIES The Workday FDM Blueprint serves as a living document during the UWFT Program and is intended to be updated throughout the course of the deployment and will transition to the FDM production governance structure post go-live. Readiness Design Implementation FDM Design Team analyzing requirements and feedback based on meetings, workshops, and prototyping activities Engage with Unit Refine Data Model, Translation Rules, and Definitions Discovery Leaders and Refine Workshops based on Prototyping Activities Data Model FDM FDM Blueprint FDM Blueprint Financials Kickoff 1.0 2.0 Go Live Translation Rules • Understand Finance Workday Engine Feedback Dimension Current State • Identify FDM FDM Legacy impacts to HRP Tran ansl slat ation on Dimension Tool ol (part of HRP Governance remediation work) Input from Units 13

MAJOR PROGRAM ALIGNMENT > Several large scale programs are underway at the same time and will be reliant on the same key resources to provide institutional knowledge and functional area expertise. > Approach – Program management meetings to identify cross program dependencies and touch points as well as more precise resource constraints – Leverage leadership to help prioritize and make trade off decisions 14

QUESTIONS 15

Data Governance Structure Update Anja Canfield-Budde Associate Vice President for Information Management, UW-IT 16

Brief History of Data Governance at UW > Data Management Committee (DMC) established in 2006 (modified in 2010) to provide guidance on standards, architecture, and access to institutional data. > DMC ceases operation in 2015 due to HR/P implementation. > Numerous stakeholders across campus ask Provost Baldasty to address absence of data governance. > In response, Data Governance Task Force was formed in 2017. > Task force recommendations delivered to Provost Richards in 2018. > “Task force on the task force” reviewed first task force recommendations and provided their summary to Provost Richards. > Provost Richards approves recommendations and summary, and initiates implementation. 17