Quest Q&A Magazine Issue 4 2016 - Page 9

The project also included the conversion and migration of data from the foundation’s legacy accounting system into the Oracle PeopleSoft modules. In retrospect, the project’s history can be traced through the following questions and the answers the IT team developed to address them: • Why did UCFRF select Oracle PeopleSoft products? • How did the project implementation team use Oracle PeopleSoft to meet the need? • Was the project successful? Why did UCFRF select Oracle PeopleSoft products? The project management profession recognizes the “Iron Triangle,” or triple constraints of budget, scope, and schedule that govern projects across virtually every industry. The Iron Triangle principle states that no one leg of the triangle can be changed without affecting the others, and the UCFRF Financials project was no exception. One significant scope constraint was the imperative to keep modifications to the university’s existing PeopleSoft accounting structure to a minimum, even while implementing a new line of business for UCFRF. On the scheduling side, the beginning of a new fiscal year is the ideal time to implement system changes to a financials system, and the university (and state of Florida) fiscal year begins July 1. With UCF’s nearly 20 years of experience with PeopleSoft products, a foundation of institutional and organizational knowledge about the product lines already existed along with a strong pool of professionals skilled in implementing and maintaining them. For these reasons and more, Oracle PeopleSoft quickly rose to the top of the potential solutions to meet UCFRF’s growth needs. How did the project implementation team use Oracle PeopleSoft to meet the need? To avoid disruption for existing system users, integration of UCFRF accounting functions was handled via implementation of an additional business unit. This allowed the team to separate transactions, business rules, and reporting requirements from university UCFRF business while still sharing many system features and processes. However, a specific challenge arose with the requirement that all foundation-related payroll and procurement card transactions be recorded first in the university’s general ledger. This complicated the plan to use a separate business unit, and meeting this requirement required the team to design alternative processes that recorded transactions in the university’s general ledger and later allocated those transactions to the UCFRF ledger. A similar challenge was that cash transactions needed to be booked to UCF’s books on behalf of UCFRF and was handled by allocating these in the reverse direction. This approach, in turn, complicated the way budgets were handled by requiring two sets of budgets for all foundation departments and projects. Although this solution introduced additional complexity, it met all business requirements an [YHڙXX[H›ܙ[^H]H[\[\[\X[K\HڙXX\ٝ[•HڙXY][^YYY][X\HؚX]Hو[\[Y[[H[[ۘ[[[X[œ\[H]\Y[Z]Y[۝\\[PєX[YH[ۈ\X\ڙX[H[][[[\HݚY[[ۚ]ܚ[[\ܝ[\X[]Y\]Y^\[HYXH\[KPє\[XH]]X]HH\و\\”IH8(\YH 8( MB