Moving Enterprise Applications to the cloud is a common theme in higher education these days and many organizations already have multiple applications in the cloud environment. But moving large parts of your ERP to the cloud presents new and unique challenges, risks and opportunities. Check out this presentation deck that was presented at a Higher Education User Group (HEUG) regional conference to learn how we have helped higher education leaders through the process of moving to the cloud.

1. Achieving Success with Your
Cloud ERP Implementation
Pre-Implementation Preparation for Cloud ERP
July 16, 2018

2. Dedicated to serving the higher
education market, which
represents ~35% of our
business
One of only five authorized
Prosci Change Management
Training providers in the U.S.
96% Client satisfaction with
consulting skills and
performance*
Average two certifications per
person (nearly 50% of our
consultants are PMP
certified)
~175 consultants, each
averaging over 12 years of
experience per person
*Based on completed feedback surveys
from Navigator clients in 2017
Navigator Management Partners

3. Description:
Moving Enterprise Applications to the cloud is a
common theme in higher education these days and
many organizations already have multiple applications
in the cloud environment. But moving large parts of
your ERP to the cloud presents new and unique
challenges, risks and opportunities. During this session,
learn how we have helped leaders like you through the
process of moving to the cloud. Some of our clients
include Georgia Institute of Technology, The Ohio State
University, Arizona State University, University of
Maryland at Baltimore, and Mount St. Mary’s University.

4. Raise your hand if you have already moved all or
part of ERP to cloud solution?
Raise your hand if you are in the middle of
implementing a Cloud ERP solution?
Raise your hand if you are planning to move to
Cloud ERP in the next six to 12 months?

5. › Cloud ERP Success Factors
› Enhanced Decision-making
› Discussion

6. Cloud ERP Success
Factors

7. ERP – Acronym that will Change a CIO (Career is Over)

8. Begin with the End In Mind – Envision and have a vision for how
you’ll be operating in the future after you’ve implemented the
software – who and how will you embrace continuous change?
Align Expectations – From the outset, and continuously, focus
on aligning expectations up and down the organization. What
the project is and what it isn’t; and their role.
True Transformation – Make this a transformation, not a tool
swap.
Invest in Change Management – To support all of these other
areas, budget for and spend on change management.
Decision Making – The ultimate Quality of your Cloud ERP solution
will be determined by the Quality of your collective Decision-
making.

9. Decision Making

10. Business
case
Software
& Vendor
Selection
Project
Planning
Design
Sessions
Playback
Sessions
Testing
Deploy
Operate
Decisions start before you acquire the software
and persist
Decisions result in change
Change impacts are the tangible way
stakeholders experience your ERP

11. An individual has been described by a neighbor as follows:
“Steve is very shy and withdrawn, invariably helpful but with little
interest in people or in the world of reality. A meek and tidy soul,
he has a need for order and structure and a passion for detail.”
Is Steve more likely to be a librarian or a farmer?

12. An individual has been described by a neighbor as follows:
“Steve is very shy and withdrawn, invariably helpful but with little
interest in people or in the world of reality. A meek and tidy soul,
he has a need for order and structure and a passion for detail.”
Is Steve more likely to be a librarian or a farmer?*
Statistically, Steve is more likely to be a farmer because in the
U.S. there are more than 20 male farmers for each male
librarian.
* Daniel Kahneman in “Thinking Fast and Slow” pg. 7

13. An ERP implementation is a once-in-a-
generation endeavor that will involve hundreds if
not thousands of decisions, large and small.
Cloud ERP moves fast and there is pressure
and need to make decisions quickly and
effectively.
Many ERP decisions are complex and cross
functional and higher education culture tends
towards deliberation and shared governance.

14. Depending on group dynamics, some stakeholders will invoke
the Fifth and keep issues and problems to themselves. Maybe
even mutter quietly, “This will never work.”
Decision Fatigue – after awhile, people literally are exhausted
and unable to contribute effectively to decision discussions.
Internal Dynamics/Politics – certain subjects may be known to
spark controversy and people will tend to avoid them.
Not having enough information, Not having the right people in
the room.
Included in the above, is the fear that because we don’t know
the new software, we may make a bad, irreversible decision.
There is a tendency to gravitate to “what we know will work.”

15. Who made that decision?

16. Who made that decision?
YOU did!

17. How do you get your ERP team
to make good decisions quickly
and effectively?
How to you make sure you –
and leadership -- can
remember the key decisions
that were made?
How do you use change
impacts from decisions to drive
adoption of your ERP?

18. › Take Decision Making as seriously as
anything else you do.
› Develop and agree on a decision-making
framework with clear guidance on how
decisions get identified, discussed, made,
documented, escalated, audited and
remembered. And follow it.
› Invest in training workshops with all decision
makers in the room together – this has to be a
cultural pact, not business as usual.

19. Leverage project governance for decision
making
Sponsors
Steering
Committee
PMO
Change
Advisory
Group
HR
Lead
Pay
Lead
Fin
Lead
Tech
Lead
Key Decisions

20. › Configuration Decisions – these are decisions that have
non-debatable or non-controversial answers and fall
into the category of routine or basic. Example: How
many legal entities does the College have?
› Advanced Configuration Decisions – these are
decisions that Team Leads and SMEs can make in the
room and are like Configuration Decisions but they
need to be validated by outsiders. Example: Dollar
threshold for workflow approvals. Team can make the
decision in the room but identify an outsider to validate
the decision.
› Key Business Decisions – these are decisions that have
far reaching potential consequences (impacts to other
functional areas), may impact large numbers of users,
involve high dollar amounts, will incur additional project
cost or may impact stakeholder groups like deans,
department chairs, principal investigators, faculty,
students or unions.
Decision Types
Decision Roles
Decision Steps
80%

21. › Project Sponsor – Executive who will understand
and render Key Business Decisions
› Project Lead – Project Leads who serve to provide
guidance on whether/if and when there is a potential
Key Business Decision that needs to be escalated to
the sponsors
› Team Lead (HCM, Fin, etc.) – Team leads are
responsible for understanding decision-making types
and the accompanying thresholds/factors and to help
make sure, in meetings with implementation
consultants and stakeholders, the decision-making
process is being followed
› Key Business Decision Logger – An individual
designated in EACH implementation meeting with the
responsibility to document identified Key Business
Decisions
Decision Types
Decision Roles
Decision Steps

22. › Decision Identification – calling out that a Key Business
Decision is necessary and describing the background
and nature of the decision as well as any known or
suspected impacts of the decision.
› Decision Evaluation/Analysis – the right amount of
discussion and analysis must take place next and the
right Decision Maker identified, either the Project
Sponsors or Project Leads.
› Decision Communication – Project Leads are responsible
for briefing Executive Sponsors on the Identified Key
Business Decisions, and for facilitating the right discussion
that leads to a Decision.
› Decision Documentation – After a decision is rendered, it
must be fully documented including the rationale for the
decision.
Decision Types
Decision Roles
Decision Steps
Recommendation: Adopt Heuristics “rules of thumb” or triggers.
Examples: Anything touching faculty automatically gets escalated
and reviewed; anything over a $$ threshold automatically gets
escalated and reviewed;

23. Date
Functional
Area Key Area Decision Decisionmaker Impact07/16/18 Finance Companies &
Hierarchies
All employees will stay with Main
Campus, even in the future when
additional companies are created
Cindy CFO Low
07/16/18 Finance Locations/
Regions
All campuses will have a "[Campus]-
General" or a "[Building]-General" option
so that some costs can be allocated
Cindy CFO Low
07/16/18 Finance Locations/
Regions
Locations will be captured, for Financial
reasons, at the Campus-Building level for
starters. Recognize that Student may
require a lower level of Location data.
Cindy CFO High
07/16/18 Finance Locations/
Regions
For 990 purposes, there are definitions of
regions, so we will use that for region
hierarchies, and individual regions will be
set up for each country (for international)
Cindy CFO Medium
07/16/18 Finance Programs IPEDS classifications will be captured in
a custom organization, and the custom
worktag will be reserved for programs of
study by academic department
Cindy CFO High
07/16/18 Finance Projects Finance will populate all Finance projects
(CIP, etc) for go-live; Finance will
populate one example Project for each
Department for go-live as a teaching
instrument.
Frank Finance
Lead
Medium

24. › Regular Audits (Monthly)
› Project Manager and Team
Leads
› Each Team Lead required to
review other Team Leads
decisions prior to meeting
› Decision Audit meeting
focused on identifying and
understanding cross
functional impacts

25. All decisions logged
Key Decisions
High impact
decisions identified
and analyzed
resulting in Key
Decisions
Change impacts
identified for each
Key Decision,
resulting n Key
Changes
Key Changes guide
training,
communications and
stakeholder
engagement

26. Discussion

27. › Navigator Management Partners
services@navmp.com | www.navmp.com

28. This presentation are
available for download from
the Conference site at
https://www.heug.org/
page/us-alliance-
conference-files
Note: Sessions from previous HEUG
conferences are also available.