The BG@100 Project was established to manage the implementation of the University's new ERP system.  The project entails migrating the University from the aging legacy systems to the Oracle/PeopleSoft applications.  The BG@100 Project Office is charged with implementing PeopleSoft Human Capital Management (HCM), Financial Management Solution (FMS), and Student Administration over a five-year period.

ERP - Enterprise Resource Planning - ERP deals with the integration of all data and processing within an organization into a unified system.  ERP systems help with information integration, process efficiency, managerial decision making, cost reduction, accuracy, and information accessibility.

 February 2003 - April 2003

BGSU initiated a comprehensive, cross functional review of the administrative systems environment.  The review included:  Human Resources System, Financial Reporting System, Student Information System, and Alumni/Development System.  Two hundred fifty seven (257) individuals from the university community participated in web-based forums to review the current administrative systems and to identify requirements of a new system.  Bearing Point led this effort using the DecisionDirector tool.

August 2003 - September 2003

Validation Teams were created to review the information captured.  This information was then used in the creation of a RFP (Request for Proposal) that contained 6,390 functional and technical requirements and 145 demonstration scripts.  The RFP was released to the vendors in September 2003.

October 2003 - December 2003

Vendor responses to the RFP were reviewed and vendors were invited to BGSU to demonstrate their systems.

January 2004 - March 2004

After evaluating the vendor responses and demonstration, the PeopleSoft product was selected for implementation at BGSU.  Development of plans for implementing Human Resources and Payroll began.

The core project team for HCM (Human Capital Management) implementation was named.  The initial PeopleSoft HCM test systems were installed.  The project was given its official name "BG@100" and the BG@100 Executive Steering Committee (ESC) was formed.  The project team completed FitGap and Project Scope planning.  The ESC completed the Executive Strategic Outline for the project.

April 2004 - May 2005

The project team worked on the HCM implementation project and prepared the system for the BGSU community.

June 2005

On June 27, 2005 HCM went live at BGSU.

August 2005

The core project team for the FMS (Financial Management System) implementation was named.  FMS will replace the AFIN system.

September 2005 - January 2007

The project team worked on the FMS implementation project and prepared the system for the BGSU community.

February 2007

On February 5, 2007 FMS went live at BGSU.

November 2006 - Current

The project team is working on the Student Administration implementation project and preparing the system for the BGSU community.  The Student Administration application is made up of eight (8) primary modules.

The Executive Steering Committee (ESC) is the governing body over the project; consisting of business and technology stakeholders with full authority to make decisions on issues regarding resource funding, project scheduling and system functionality.  The Steering Committee is also responsible for:  reviewing project status; expediting critical path issues; ensuring business needs were satisfied; resolving inter-departmental and vendor issues; and providing direction to the project team on business priorities, design issues and scope considerations.  The ESC is also the approving authority for any customizations applied to the PeopleSoft by BGSU.

The Project Sponsor has the primary accountability for the success of the project.  The Project Sponsor is responsible for driving the project from a business perspective and for controlling the project funding.

The Project Director is responsible for providing guidance and direction to the project team.  The Project Director and Manager are jointly responsible for identifying and resolving issues and project risks, maintaining relations with the Project Sponsor, and project communications.  They are also responsible for controlling the project scope and identifying any deviation from the plan.  These individuals ensure an appropriate level of leadership and direction by providing primary contact points for decision-making on a day-to-day basis.  The Project Director's primary focus is interaction with the organization outside the team.

The Project Manager is responsible for providing day-to-day direction to the project team on business and technical issues.  The Project Manager and Director are jointly responsible for identifying and resolving issues and project risks, maintaining relations with the Project Sponsor, and project communications.  They are also responsible for controlling the project scope and identifying any deviation from the plan.  These individuals ensure an appropriate level of leadership and direction by providing primary contact points for decision-making on a day-to-day basis.  The Project Manager's primary focus is interactions within the team.The Communication Specialist is responsible for developing the communication plan along with monitoring and supporting project communication requirements, including updating the web site and composing messages for planned communications.

The Functional Project Team is comprised of the following roles:

• Functional Team Leads are responsible and accountable for the definition and implementation of the modules being implemented.
• Subject Matter Experts / End Users provide critical insights into the benefits and technical requirements of the applications.  These individuals are resources to the team, providing best practice information in their areas of specialization.
• Functional Consultants provide guidance for the definition and implementation of the modules being implemented.
• Trainers develop and conduct end-user training.

The Technical Project Team is comprised of the following roles:

• Systems Architect ensures that the HCM architecture conforms to BGSU standards and directives.  Additionally, the Systems Architect is responsible for server administration, performance testing and tuning.
• Systems Support Lead is responsible for securing appropriate technical resources for the project and for providing design and technical process expertise to the team.
• Interface Lead is responsible for overseeing the development of all interfaces with the HCM system.  Included are developing the interface strategies; interface design; development and testing; scheduling resources; and, coordinating testing with external entities.
• Conversion Lead is responsible for data conversion and coordinating data cleansing.
• Reports Lead is responsible for developing the reporting strategy and assigning reports development work.  The Reports Lead will also code and test reports.
• Testing Lead is responsible for developing the testing strategy and assigning testing tasks.
• Developers are system designers and programmers responsible for development of application customization, interfaces, and reports.
• Database Administrator is responsible for maintaining various instances of the HCM database, regular backups, system upgrades, etc.
• System Security Specialist is responsible for security access to the application resources.
• Help Desk Personnel provide user support after the production cutover.
• Portal Specialist develops the integration between the application pagelets and the portal.

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