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HomeMy WebLinkAboutIV. COW Agenda Item Enterprise Resource Planning (ERP) Update Mount Prospect Village of Mount Prospect Mount Prospect, Illinois INTEROFFICE MEMORANDUM TO: MICHAEL E. JANONIS, VILLAGE MANAGER FROM: DAVID ERB, FINANCE DIRECTOR MICHAEL DALLAS, ADMINISTRATIVE ANALYST DATE: SEPTEMBER 23, 2010 SUBJECT: ENTERPRISE RESOURCE PLANNING (ERP) SYSTEM - IMPLEMENTATION UPDATE PURPOSE To provide a progress report of the Enterprise Resource Planning (ERP) System project. BACKGROUND During 2009, the Village assembled a committee and hired Plante & Moran, a technology consultant, to select and purchase an Enterprise Resource Planning (ERP) System to replace its current financial management, community development, and other in -house software applications. After several months spent assessing the organization's needs, creating a Request for Proposals document, evaluating proposals, participating in system demonstrations, and conducting site surveys and reference checks, the selection committee recommended New World Systems and their Logos.NET software system. The Village Board approved the committee's selection in December 2009, and a contract was negotiated and executed. DISCUSSION A. Pre - Planning Prior to beginning the software implementation process, a few important actions were taken to help ensure the project's continued success. First, it was decided that the steering committee as constituted during the selection phase of the project would remain in effect, but transform itself from an evaluative body into a more diverse organism, becoming a fact gatherer, resource provider, process improver and decision - maker. Its first task during the implementation phase was to identify the project's overall objectives. See Overall Project Objectives. These objectives act as a compass to help guide the project's implementation and make any necessary strategic decisions. After the overall project objectives were defined, the committee established some more detailed objectives to closely align with the software's four (4) main modules.' See FM and HR- Payroll Module Objectives. In addition to identifying objectives, a core group within the committee participated in a risk assessment exercise, identifying and documenting the project's risks, their impact to the project, their likelihood, and the possible response strategies. The risk assessment and its response strategies were reviewed and approved by the committee. It serves as a valuable tool to proactively manage the challenges that arise within the project. 1 Only the Financial Management and HR- Payroll objectives have been identified since the related modules are being implemented in 2010. J: \Projects \ERP - Enterprise Resource Planning \Phase 4 - Implementation \Project Management \Board\Memos \ERP Status Update 9- 23-10.docx Enterprise Resource Planning (ERP) System — Implementation Update September 23, 2010 Page 2 B. Project Kick -Off, Schedule and Implementation Plan On February 22, 2010, the Village and New World Systems formally kicked -off the implementation phase of the ERP System Project. Andy Breeden, New World's project manager, presented an overview of their company's history and organizational structure, project objectives, software modules, and their implementation process to a large group of Village end - users. See Kick -Off Presentation. They also provided a brief system demonstration of their software. Key Village staff spent the remainder of the week in a "discovery" process reviewing the Village's financial business processes and identifying process - related requirements and challenges to configuring the Logos.NET software applications. During this time, Mr. Breeden and Mike Dallas, the Village's project manager, begin developing the project's implementation plan and schedule. At the end of the discovery week, it was decided that the Financial Management and Human Resources - Payroll modules would be installed in 2010, while the remaining two modules, Community Development and Utilities Management, would wait until 2011. The "Go- Live" dates for the first two modules were set as follows: 1. Financial Management — October 1, 2010 2. Human Resources - Payroll — January 1, 2011 Financial Management was scheduled to "Go- Live" in October in order to utilize the software's annual budget process to manage the Village's 2010 annual budget process. The Human Resources - Payroll module was scheduled to "Go- Live" in January due to the accounting and tax implications associated with processing the Village's payroll system at the end -of the year. C. Software Environments In order to begin configuring the new software, the Information Technology Division (IT) worked closely with New World Systems to set -up one live and three test environments (or databases) on the Village's servers. Test environments are set -up similar to the live environment to permit staff to reconfigure the software and test functionality without affecting the system's core data. Each environment must be regularly maintained by IT because New World Systems releases two major upgrades a year, as well as other related software patches. D. Monthly Trips During the last eight months, New World Systems subject matter experts have traveled to Mount Prospect for generally a week at a time to assist Village staff to configure the software and teach its functionality. Each trip generally covers a few main functional areas, such as purchasing or bank reconciliation. For each area, time is generally spent doing the following: 1. Demonstration: New World Systems provides software demonstrations for each functional area in order to provide some foundation from which the Village's subject matter experts can determine how existing business processes might be tweaked or even reconfigured to meet the software's existing structure or parameters. 2. Business Process Discussion: Once the software has been demonstrated, New World Systems leads the core group in a discussion of how the software will be configured. Many hours have been spent during this time period to explore new practices in order to more efficiently process work and adopt best business practices. 3. Configuration: Once decisions are made regarding business processes, New World trainers help Village subject matter experts configure the system to work as required. Most times, there Enterprise Resource Planning (ERP) System — Implementation Update September 23, 2010 Page 3 is too much work to be completed during the trip and Village staff must work on it during subsequent weeks. 4. Training: Once some of the system has been configured, Village subject matter experts are trained on how to navigate through each software process. Fortunately, the software is designed so that much of this process workflow is the same, making the learning curve a little easier. 5. Security: Finally, IT and Village subject matter experts meet with New World Systems to set -up user security and configure the system's workflow. This process can be cumbersome because the system has an infinite amount of options to control access to its information and processes. E. Project Progress In an effort to "Go- Live" with both the Financial Management and Human Resources - Payroll modules by October 2010 and January 2011 respectively, Village staff have been working diligently on the following main areas: Financial Management Human Resources - Payroll • Account Payable • Benefits • Annual Budget • Deductions • Asset Management • Employees • Bank Reconciliation • Payroll Processing • Chart of Accounts • Position Budgeting • Journals • Retirees • Miscellaneous Billing • Purchasing • Revenue collection Annual Budgeting went live in mid -July to facilitate the Village's 2011 annual budget process. Significant time was spent training end -users on the new chart of accounts structure and the software. Very recently, end -users were trained to enter purchase orders and invoices into the system. System end -user guides were developed and distributed to help Village staff use the system. F. Data Conversion While considerable time has been spent configuring the system to match business processes, staff has also been working closely with IT to "convert" or transfer data from the old software to Logos.NET. In layman's terms, data conversion is a process by which data is extracted from the current software, often using a third -party software program, and placed into Microsoft Excel spreadsheets in standardized data formats. Before loading the data from the Excel spreadsheets into Logos.NET, Village staff must review and "clean" the data to ensure it is accurate and unduplicated. Sometimes, "cross- walks" must be created to map the old data values to the new data values. Once the data has been reviewed, it is sent to New World Systems to analyze. Once the data is validated by New World Systems, it is returned to the Village in a database to be uploaded into the system and tested. The conversion process is a long, iterative process, requiring a lot of staff time to test and "clean" the data. In fact, each data conversion can take several months to complete. In general, data from the last five to ten years has been converted, meeting or exceeding state information retention standards. Currently, the Village has converted or is working on converting the following data: 1. Accounts Payable History; 2. Employee Information; 3. General Ledger History; 4. Vendors. Enterprise Resource Planning (ERP) System — Implementation Update September 23, 2010 Page 4 G. Other Related Projects While the weekly ERP trips take place and the Village subject matter experts work on any necessary homework or data conversions, many within the project are also working on some other very important related tasks to meet the project's overall objectives and improve process efficiency. Here is a brief summary of some of those sub - projects being worked on right now: 1. Business Analytics — Microsoft Excel 2007: One of the more important tools that the Village purchased from New World Systems is Business Analytics. It's a report writing tool that leverages Microsoft Excel 2007's pivot tables to pull system data into a spreadsheet and filter, sort, and organize it to meet reporting requirements. Importantly, because this tool requires Excel 2007 and the Village was using the Office 2003 software suite up until late summer, IT quickly installed the Office 2007 software suite (something that was already planned for this year, but was expedited due to the ERP project's requirements). Additionally, since Office 2007 is significantly different than Office 2003, Harper College was brought in to provide formal software training to end - users. 2. Payroll in Arrears: In the past, almost all Village employees were being paid "prospectively" to the actual date of the payroll check rather than "in arrears." A "prospective" payroll can best be described as follows: Once the payroll period ends, the timesheets are turned in for processing and employees are paid for the two weeks up to and during processing. In order to process the payroll, the employee has to complete their timesheet projecting the amount of time worked or time -off during the processing week, even though that time during the processing week is not worked yet. If the projected work or time -off does not actually occur as reported, then the payroll sheets are revised during the next payroll period. Ultimately, this process can result in confusion for both the employees reporting their time and the Finance Department processing the payroll. Most employers pay their employees "in arrears," which means that once the payroll period ends there is a processing period of about a week before the employees are paid for the past dates in which the employee worked. By paying "in arrears ", all time worked and time -off is reported based on actual time worked and time -off and not a projection. To address this issue, all employees who were on a "prospective" payroll were transferred to a payroll "in arrears" schedule in early August. 3. Time Clock: Currently, the Public Works Department is using a time clock to punch their employees in and out of work. The committee is working with the Public Works Department to select and install an electronic timekeeping system that will integrate with Logos.NET's payroll process. H. Major Areas of Improvement While the implementation phase of this project is only about six months into its twenty -four journey, Village staff have already noted several major areas of improvement, some of which include: 1. Annual Budget Process: In the past, the process to obtain each department's budgetary figures and justifications was primarily a paper process. Worksheets were handed -out in binders and forms were completed using typewriters, pens, or pencils. Very recently, the paper process improved a little so that departments could complete their budgets via a Microsoft Excel spreadsheet. Logos.NET permits the end -user to view each account's history, trends, and balance, and make all necessary budgetary edits (including the justification) directly in the Enterprise Resource Planning (ERP) System — Implementation Update September 23, 2010 Page 5 software. The workflow is then electronically managed to account for each department's budget approvals. 2. Chart of Accounts: In order to leverage the system's very powerful inquiry, reporting, and security features, the Chart of Accounts had to be completely redesigned. It has been restructured to more closely align with the Village's organization chart, making it easier to understand and configure. The new General Ledger chart of account structure is broken down into the two (2) primary segments: (1) Organization Set ( "Org Set ") and (2) Account. The Org Set and Account are further broken into segments, providing very powerful inquiry, reporting, and security functionality. 3. Microsoft Integration: One of the primary reasons for purchasing the software was its close integration with the Microsoft Office suite. Staff has already noted several areas of improvement using the system's integration with Microsoft products, including: a. Forms: The Logos.NET system leverages Microsoft Word's Mail Merge function to create customized forms, such as miscellaneous billing invoices or purchase orders. Thanks to this functionality, it is no longer necessary to dedicate IT resources to develop forms. b. Reporting: The Finance Department plans to use Business Analytics and other Logos.NET reports to produce much of its annual budget report this year, a significant time -saver over the previous year's process. The process for preparing and printing the budget documents in past years was quite involved, requiring a merging of several Microsoft Word and Excel documents. Additionally, many of the financial reports used on a monthly basis could only be prepared by IT. Now, Finance has the capability to print monthly reports on demand, saving critical IT resources and reducing the time to obtain the information. c. Security: The software uses Microsoft Windows authentication security to login to the system using the end -users Windows login and password, and not a different system user name and password. By utilizing this functionality, less time is needed by IT to manage user names and passwords, and end -users are less frustrated by having to remember another login name and password. I. Project Horizon There is still a considerable amount of work to be accomplished and more process improvements to realize. Worth noting, the committee plans to leverage Laserfiche, its existing document management system, to store all of the paperwork processed using the software, such as vendor invoices, proposals, contracts, applicant resumes, and other employee documents. If successful, the Village will be one of the few New World Systems clients using the system's full capability. Another improvement that should take effect towards the beginning of next year is the deployment of the software's on -line component called eSuites. Among other things, eSuites will provide Village employees access to their earnings and personal information and help manage the benefit open enrollment process. c: ERP Steering Committee ERP System Project Overall Objectives 1. Incorporate fully- integrated "best business practices" into the system's workflow, thereby improving operational effectiveness and productivity. 2. Automate transaction processing and approval process in order to reduce processing time and effort, and reduce or eliminate paper -based processes and forms. 3. Reduce or eliminate redundant "shadow systems," data entry, and storage, thereby reducing costs and addressing inefficiencies. 4. Improve the interdepartmental sharing of information and communication through automated processes. 5. In order to empower departments to improve their business processes planning and decision - making, configure the system to provides quality information, in a user - friendly format . 6. Leverage the functionality of Business Analytics to help facilitate the aforementioned expectation. 7. Go live with each E -Suite application as component modules go -live (or within reasonable time period of go -live date). 8. Implement and utilize E -Suite applications to their full - capability (Mount Prospect considered a model community). 9. Improve communication to employees and residents and raise service level expectations through E -Suite deployment. 10. Implement redundancy in the system where appropriate for disaster recovery and business continuity purposes. 11. Achieve a 75 -100% System Use /Adoption within two (2) years of "Go- Live" for all applications /modules. 12. Identify and reduce barriers which would limit acceptance of software by staff. 13. When configuring the new system, maintain current levels of functionality and operational effectiveness (minimum expectation). 14. Require Laserfiche to be the primary records management system, ensuring that all electronic attachments that are processed in the ERP system are stored in Laserfiche. 15. Provide easier access to historical records through Laserfiche integration. 16. Increase employee understanding and usage of GIS functionality by leveraging its connection to ERP system. 17. Provide highly effective /flexible training to address each end - user's unique learning method (classroom /on -line /one -on -one) 18. Develop and deploy a quick, efficient, and robust "help desk" process to address training issues and system errors. 19. Develop user manuals and flowcharts as business processes are defined and configured in the system. 20. Maintain existing data with powerful search and retrieve capabilities. 21. Ensure PCs (including tablet PCs) can be used in the field for inspections or other Village operational needs (Fire Dept currently has ability) and improve efficiency of entering real -time data in the field Financial Management Objectives 1. Update Chart of Accounts to eliminate duplicate account numbers and provide for better reporting. 2. Automate approval of Journal Entries 3. Journals automated from sub - systems and run through automated approval process 4. Improve Accounts Receivable process, allowing for electronic attachments and submittals 5. Provide opportunities to improve vendor account management. (e.g. electronic submittal of W- 9s) 6. Provide ability to pay vendors electronically 7. Eliminate paper -based check request process for purchases, travel reimbursement, etc. 8. Automate the reimbursement process for work related expenses to reduce /eliminate paperwork. (i.e. electronic workflow approval, direct deposit) 9. "One Stop Shop" cash register processing - Improve processing and eliminate duplicate data entry of accounts 10. Provide readily available and easily accessible real -time budget data to Village management and staff. 11. Streamline the budget development process, permitting electronic submittals and decentralized data entry. 12. Create the entire GFOA award - winning annual budget report directly from the ERP system. 13. Provide ability to conduct sophisticated forecast budgeting in the system in order to provide for better strategic planning and decision - making. 14. Automate the bank reconciliation process. 15. Create the annual Treasurer's Report directly from the accounts payable application 16. Produce all GASB reports directly from the system 17. For all applicable ERP business processes, leverage Laserfiche as the Village's primary document management system to store and manage all vendor invoices, statements, checks and other electronic financial forms, records, etc. (e.g. invoices as electronic attachment to purchase process). Human Resources & Payroll Objectives 1. Decentralize timesheet entry process (to reasonable level) and leverage electronic entry process, eliminating paper process. 2. Consider using an electronic timeclock for those department employees who don't have daily access to a PC or it isn't efficient to require them to enter in their time. 3. Align time periods of various employee groups on which pay is based (pay in arrears) 4. Manage personnel request and action form process electronically via software 5. Convert or upload existing employee record /history, vendor, and EEO -4 data in order to manage information and respond to queries. 6. Use software to track and manage employee inventory such as Village ID's, parking hang tags, door access cards, brass key, emergency bag /clothing, and other. 7. Use software to track and manage FMLA, COBRA (enrollment and termination data), military, retiree, and HIPAA data (employee pharmaceutical forms). 8. Leverage Laserfiche as primary document management system to manage employee personnel and medical records, as well as any other necessary hard - copies. 9. Deploy E -Suite functions at Go -Live so employees can start accessing their records 10. Leverage E -Suite to facilitate HR Open Enrollment in Fall 2011. 11. 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