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$5B on ERP ( 2002 ECAR study ) ( 500,000 one year $10K scholarships )

We Built, We Bought, We Shared Eric Denna , University of Utah Steve Fleagle , University of Iowa Laura Patterson, University of Michigan Tedd Dodds , Cornell University. $5B on ERP ( 2002 ECAR study ) ( 500,000 one year $10K scholarships ) . Washington Post Wonkblog

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$5B on ERP ( 2002 ECAR study ) ( 500,000 one year $10K scholarships )

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  1. We Built, We Bought, We SharedEric Denna, University of UtahSteve Fleagle, University of IowaLaura Patterson, University of MichiganTeddDodds, Cornell University

  2. $5B on ERP (2002 ECAR study) (500,000 one year $10K scholarships)

  3. Washington Post Wonkblog Introducing ‘The Tuition is Too Damn High’ By Dylan Matthews, Published: August 26 Part 1 Why is college so damn expensive? Part 2 Why college is still worth it Part 3 The three stories of rising tuition Part 4 How important are state higher ed cuts? Part 5 Is the economy forcing colleges to spend more? Part 6 Why there's no reason for big universities to rein in spending Part 7 Is government aid actually making college more expensive? Part 8 Are rich kids ruining college for everybody else? Part 9 Can MOOCs solve the college cost crisis? Part 10 How can we fix skyrocketing tuition?

  4. $5B on ERP (2002 ECAR study) (500,000 one year $10K scholarships)

  5. Build Buy Share

  6. University of IowaWe Built

  7. Where did you start when you made your last big administrative IT investment? • 30 years old, siloed systems • Fragmented and disparate data, SSN based • Limited ability to extend functionality • Technically constrained • Proliferation of shadow systems • Weak relationships between functional, technical, and collegiate staff

  8. What did you decide and why? • RFP process yielded only one viable product – and that implementation failed • “Building Blocks” approach • Traded $ for time • Phased implementation, full production spring 2013 • Mainframe retired last spring

  9. Where are you headed? • System improvements resolved immediate pain points • System implementation has greatly improved relationships between functional, IT, and collegiate staff • True partnership provides foundation for moving forward • Continue to work collaboratively on improvements • Monitor alternative solutions

  10. University of MichiganWe Bought

  11. Where did you start when you made your last big administrative IT investment? In the 90’s we had…… • Fractured environment with multiple authoritative sources of information • Plethora of shadow systems in use • No data infrastructure to enable business intelligence • Broken business processes and poor service

  12. What did you decide and why? • Developed a strategic data plan calling for a shared data infrastructure supporting end to end business processes, data driven decisions, and self service • Implemented PeopleSoft for Finance (1998), Student Administration (2000), and HR (2001) • Have leveraged it to cut over $100 million in costs from administrative services through process improvements and strategic contracts • More recently implemented other vendor products for Research Administration and Fund Raising

  13. Where are you headed? • IT Strategic Plan calls for a “Cloud First” strategy • Implemented Concur for Travel and Expense to try out SaaSfor business processes • Consolidated 46 email and calendar services into Google for faculty, staff and students • Will “wait and see” what’s happening with Oracle, Workday and other vendors while we invest in teaching, learning, and research • As products emerge & mature, we will move to cloud services (probably about 5 years out)

  14. Cornell UniversityWe Shared

  15. Where did you start when you made your last big administrative IT investment? • Start? We never seem to stop! • We share, buy, and subscribe • Oracle Student, Contributor Relations, 2008 • Kuali Financials, 2011 • Workday HR/Pay, 2013 • KualiCoeus pending, 2015 • Resources are inelastic, time to market too slow

  16. What did you decide and why? • IT@Cornell Strategic Plan • Improve value proposition: cost, usability, BI • Rebalance IT investment from 90% utility • Business process improvement • Cloud preferred • Workday, Office365, dozens of others • Small team finds/develops externally sourced solutions • Experimentation • E.g., TopCoder

  17. Where are you headed? • Continue to execute and refine strategy • New sourcing opportunities continue to emerge • Improve internal change management • Functional, IT, leadership • Cloud value proposition of ‘good enough’ • Reshape IT workforce • More “row people”, leadership development • Core to IT@Cornell strategic plan

  18. $83M

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