WolfieONE Timeline

Upcoming Activities

Training - The Office of Change Management (OCM) team will offer training in a variety of modalities, tailored to the right groups. Training for a new system starts with acquiring foundational knowledge through self-paced resources available on the website. Afterward, employees must sign up for courses specific to their work areas, such as HR, Finance, Budget, or Tech. Completing this training is crucial to increase adoption and ensure a smoother experience, as the project's success depends on it.

Testing - Once the system is built, Stony Brook’s power users will have the opportunity to test the new system to identify bugs and confirm that requirements were met. The testing phase involves validating the integrated solution through various testing cycles like unit testing, system integration testing (SIT), and user acceptance testing (UAT). These cycles ensure that individual components, data conversions, and end-to-end processes operate as expected.
Build Phase - Project leads will configure and build the system according to the specifications from the Design phase in iterative and flexible cycles, called “sprints”. The testing phase can only begin once the configuration has been completed and the initial cycle of data conversion has taken place. This work begain in 2025, but is still underway.
Design Workshops - End-to-end business processes (and other design elements) for each module including Enterprise Resource Planning (ERP), Human Capital Management (HCM), Enterprise Performance Management (EPM) and Enterprise Data Management (EDM). Each module was disected to determine how best to leverage system functionality. This data was used to define system configuration.

First Cycle of HCM Conversion - The technical team engaged impacted stakeholders in data cleansing efforts to ensure data quality prior to conversion into the new system. This team worked on integrations across systems. We prepared for our mock conversion and prepared the environment with configuration and extracts from legacy systems.
Refining the Technical Strategy - The technical teams are refining the scope of integrations with boundary systems (other Stony Brook systems that will have bi-directional data flow with WolfieONE), designing foundational and reusable services, critical integrations design, and demonstrating proof of concepts. For reporting, the team is defining scope of reporting, rationalizing the current inventory, reconciliation reports, and designing foundational services to support reporting. This work began in 2025, but is ongoing.
Security and Controls - Strategy, gathering requirements, drafting the Segregation of Duties matrix, configuring workbooks and performing sprints to build security roles.

Finalize CoA Structure - This is the financial classification that will be used for all future transactions and reporting, including the chart segments, their unique purpose, developing a glossary to educate end-users on the new nomenclature and the ways in which these segments can be combined for reporting.
Map CoA Values - The CoA team gathered and mapped values from the prior Chart to the future Chart design. Completion of this task was key to the technical development of the new Oracle system including conversions, reporting, and boundary systems.
Process Maps - The functional teams conducted a breakdown of sub-processes, key decision points, steps and approvals to be completed in WolfieONE by different personas. These workflow designs (“process maps”) are then leveraged across workshops and sprints to show best practices, to document Stony Brook-specific processes, and to bridge the user stories that fall under end-to-end processes. HR Modules for which we completed Process Maps include Core HR, Compensation, Learning, Payroll and HR Helpdesk. ERP modules for which we completed Process Maps: Receivables, General Ledger, Payables, and Cash Management.

Kickoff/Leadership Alignment - Launch the program and engage a broad audience. Begin identifying stakeholders who need to provide input to project team.
Chart of Accounts (CoA) Structure and Definitions - Gather requirements and input from key stakeholders, assess the current state, conduct workshops, determine how Stony Brook will use segments.
Imagine Phase - Project team preparedness, basic knowledge of Oracle Cloud, confirm necessary participants in workshops.
Project Scope Definition and Refinement - Deloitte and Stony Brook working together to align on scoping for modules, business processes and development. This will enable the team to review resource needs as the project progresses. This process began in 2023, but is ongoing as we move through the project.

ERP Identification - University leadership team identifies the need for an enterprise resource planning system to enhance, modernize and simplify financial practices, mitigate risk from system integrations and streamline financial reporting. Solutions are evaluated and Oracle is selected.
Networking - Stony Brook project leadership team interviewed dozens of educational institutions, similar in size to SBU, to learn about their ERP implementation best-practices, pain points and insights on how to successfully adopt a change of this size.

Focus Groups - Work begins with several groups across campus being brought together to assess current state and identify needs moving forward.
Mapping - Financial data availability and reporting is mapped across the institution, along with identifying internal knowledge of discrepancies.

Covid-19 - Global pandemic impacts campus beginning in March of 2020. Enrollment projections, revenue projections, and future financial predictions change. Timely revisions to financial data are needed.
Challenges Emerge - Financial information for the enterprise if not easily obtained nor readily available.
Financial Sustainability Website - Website is prepared with data from numerous spreadsheet extracts with many manual adjustments, alerting users to the need for a more simplified and automated process.
Partnership with Huron - University partners with Huron on a 21-month engagement to better understand the university's business and financial system needs. Work includes mapping SBU's finance system data flows and processes along with data discovery.
PeopleSoft Announcement - Oracle announces end of support for PeopleSoft in 2034. Stony Brook realizes the internal need for an ERP, and matches this need with the external need for a new system before PeopleSoft sunsets.