Transform Purdue: Where we are now

By Transform Purdue Team

The Transform Purdue initiative is rolling out via a three-phased approach designed to streamline, simplify, organize and automate Purdue business processes and related systems. The overarching goal is to provide staff and faculty with the best processes and tools possible to be successful in their roles.

Here is an update on each phase:

Phase 1 – Enterprise Asset Management (EAM)

EAM launched both capital and maintenance projects in October. Since deployment, more than 200 new capital projects have been submitted. The team has been receiving positive feedback. Steve Hawkins, director of Purdue Agricultural Centers, noted: "The SAP/PPM system has allowed us to enter, store and retrieve information that in the past was difficult to collate in one location. Having the capacity to defer a project without losing vital information simplifies our planning and projection of workload. The status of a project is no longer a mystery. Each of us involved in a project or in support of a college may see what steps have been taken as a project matures and moves toward completion." We now have a single source of truth for capital projects (SAP) where transparency has been created across the capital project landscape with real-time data at the fingertips of Physical Facilities and the units.

On the maintenance side of the house, the Fix It web application allows anyone with a career account and password to notify a particular area when a facilities issue arises. As a result, building deputies are able to see issues that have been submitted and their status — visibility that was never before accessible. To date, more than 2,200 submissions have been initiated via Fix It. Maintenance managers report that the use of iPads has been helpful in allowing supervisors to assign future work. If a technician finishes a job earlier than expected, he or she can look to see what the supervisor has in mind for tomorrow or next week and get an early start.

Functionality improvements will continue through the next 60 days as processes are stabilized.

Phase 2 – Human Capital Management (HCM)

The HCM Project is nearing the end of the third test cycle. To ensure quality and instill confidence that goals are being met, the project team will perform a two-pronged risk assessment over the next month to evaluate the current timeline and strategy for the April 1 “go-live” event. Our vendor partner EPI-USE will conduct a technical assessment based on design and configuration, and a Purdue team of subject matter experts will perform an assessment across the SuccessFactors and Job Family Structure modules. Each assessment is intended to create a different perspective on progress and all will inform subsequent decisions.

These assessments and test cycles will be completed around Dec. 15, culminating in a discussion with Purdue leadership to map activities for 2018.

Phase 3 – General Ledger (Finance)

The GL project team recently concluded a pilot with 11 departments across our three Purdue campuses. The results are setting the stage for significantly enhanced transparency of financial accounts for faculty, department heads and University leadership. This transparency also comes with significantly improved efficiencies for business office personnel.

One of the significant takeaways from this pilot was the level of tracking our business offices undertake for various activities. In the pilot, key stakeholders reviewed “why” they track certain activities and chose to eliminate accounts that are “unused” or “not reviewed.” They also consolidated accounts based on new rules provided by the project. Results of the pilot are very positive as business office personnel confirm a truly simplified process, requiring a reduction of time and effort. Next steps will include feedback on the pilot from department heads and others, and a review of key decisions that need to be made about the levels at which we track activities and the rules we should employ to govern this activity.

December 13, 2017

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