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Post-Implementation Evaluation of an ERP/SIS

Post-Implementation Evaluation of an ERP/SIS. Jim Barry Chief Consulting Officer 360 Consulting Group & Wayne D. Powel Associate Academic Vice President Gonzaga University. Gonzaga University. Private regional comprehensive university Enrollment ~5,000 Tuition dependent

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Post-Implementation Evaluation of an ERP/SIS

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  1. Post-Implementation Evaluation of an ERP/SIS Jim Barry Chief Consulting Officer 360 Consulting Group & Wayne D. Powel Associate Academic Vice President Gonzaga University

  2. Gonzaga University • Private regional comprehensive university • Enrollment ~5,000 • Tuition dependent • Modest technology investments • Efficiency in business is key

  3. The Road to an ERP/SIS • Recognized value of common shared data set in the early 1990s • Worked on home brewed solution for 2 years • Project unable to gain traction • Growing awareness of commercial options

  4. The Road (continued) • Committee formed and RFP let in 1995 • Vendor chosen • Two year implementation • Modules Implemented: • Student • Finance • Human Resources • University Relations • Recruitment

  5. Present Day • Desire to look back, assess progress, confirm course • Actual cost of implementation • On-going costs • Comparison to alternatives • Is this still the best choice for Gonzaga University?

  6. Additional Goals of Study • Determine the current value of the system from the user perspective • Evaluate alternatives currently available in the marketplace • Other ERP / SIS • Best-of-Breed • Hybrid systems

  7. Additional Goals of Study • Survey other Jesuit and peers for • What used and • Satisfaction with • Functionality • Vendor support • Evaluate other ways of delivering business applications • ASP • Outsource • Consortium

  8. Survey of Peers • Of nine surveyed, 100% used ERP • 67% used the same ERP as Gonzaga • No propensity to change • Support good to adequate • Human cost of change too high

  9. Evaluation Methodology • Rapid Economic Justification (REJ) • Combines traditional TCO with: • Effectiveness in supporting business requirements • Alignment with strategic goals & direction • 5 step process

  10. R.E.J. Process • Determine alignment with business requirements • Understands the solutions evaluated • Understand the cost-benefit equation • Determine and understand the risks • Evaluate the financial metrics

  11. Data Gathering Process • Internal interviews • Department heads • Senior management • Other CIO’s • Solution research

  12. Original ERP Cost

  13. On-Going Support Cost

  14. Value of Current ERP/SIS • One Integrated v. Disparate Systems • Single Historical Repository of Business & Student Data • Standardization of Business Processes, Enforced by the Software

  15. Value of Current ERP/SIS • “The system revolutionized the use of data in the University’s environment.” • “It was critical for Gonzaga to reconcile and standardize its business processes. The system did that for us.” • “We could not be raising the kind of funds we are today without our system.”

  16. Value of Current ERP/SIS • “Implementation of this system was the single greatest achievement of the last decade at Gonzaga.”

  17. Business Requirements • Student Information System • Admissions • Registrar • Housing/residence • Financial aid • Certification • Student accounts • Student life

  18. Business Requirements • Finance • G/L • Budgeting • Fixed assets • A/R • Procurement – A/P • Endowment management

  19. Business Requirements • University Relations (Advancement) • Alumni relations • Development • Major gifts • Annual/planned giving • Government relations

  20. Business Requirements • Human Resources • HRIS • Payroll • Academics • Degree audit • Career services

  21. Other Solutions • ERP SIS (5) • Best-of-Breed (8) • Hybrid (2)

  22. Cost Comparisons

  23. Other Options • ASP • Outsource • Consortium • Solution Provider

  24. Summary • Cost app. $3.5 M in 1995 $$$’s • Costs app. $700 K annually to support • ROI was incalculable • Value to G.U. of current solution • Met initial expectations • Data extraction & report writing could be better • Has been a springboard for growth

  25. Summary • Neither Hybrid nor Best of Breed meets G.U.’s business requirements • Replacement cost close to that of least expensive comparative solution • Support cost close to that of least expensive comparative solution

  26. Summary • Outsourcing, ASP’s and a Consortium were not palatable to the University

  27. Application “Mid-Life”

  28. Recommendations • REVITALIZE THE APPLICATION • TAKE THE APPLICATION TO THE NEXT LEVEL • Learn to use features/functions not being utilized • Add additional needed functionality

  29. Recommendations • Stepped up formal education program • Develop additional tools for data extraction and manipulation • Develop a web portal to front-end the ERP/SIS

  30. Present Day Still the best choice for Gonzaga University!

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