Integrated Systems Project Update - June 1999

 CONTENTS

  1. Last Two Management Team Positions Filled
  2. KPMG Team on Board
  3. Planning Phase Commences
  4. Negotiations For Software Near Completion


1. Last Two Management Team Positions Filled

James Potter has been responsible for the training of thousands of U.Va. employees over the past 16 years. On July 15, he will officially join the ISP staff as, logically, training manager. In this capacity he will plan, coordinate and direct training and staff development activities related to the implementation of the Integrated Systems Project. Potter recognizes the centrality of his position. He acknowledges, "If the users are not trained and comfortable with the learning process, the system will not be accepted."

Carole Horwitz completes the ISP management team as communications manager. She recently moved to Virginia from Urbana, Illinois, where she served as director of the Office of Publications for the college of Liberal Arts and Sciences at the University of Illinois. She will be responsible for making sure all interested parties are kept abreast of developments in the project. Carole also brings grant writing experience to the position, which will be put to use in the development of a business case for the Board of Visitors and State approval processes.

 
2. KPMG Team on Board

Bob Rhea, Alicia Karam and Peter Farrell comprise the KPMG management team that will be working with U.Va. staff during planning and implementation of the ISP. They will be supplemented, over time, by additional KPMG personnel in the areas of finance, technology, business process improvement and change management.

Bob has been directly involved in the project from its inception and will continue to assist project staff in its planning and implementation efforts.

Alicia, a senior manager with KPMG, will split her time between U.Va. and George Washington University, which is also implementing an ERP system. Alicia specializes in business process improvement and financial accounting and management reporting systems for higher education.

Peter is a senior manager at KPMG with responsibility for the implementation of Enterprise Resource Planning (ERP) systems in higher education. He will serve as the team's project manager and will be on site five days a week.

 
3. Planning Phase Commences

With all the pieces in place, the planning phase is now underway. The three components demanding immediate attention are refining the planning and implementation blueprint, initiating GAP analysis (determining the gap between what the software system offers and the specific needs of U.Va. users) and developing a business case.

a. As the details of the project come into focus, fine tuning is required in the timeline and in assessing needs for both personnel and material resources.

b. Input from U.Va. staff will be solicited for the GAP analysis whenever appropriate.

c. Project staff are in the midst of preparing an analysis of the project which will be presented to the Board of Visitors in the fall.

4. Negotiations for Software Near Completion

Really!