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. While most modules are completed, FDI remains open as the team is determining future reporting needs. 

The OCM team will be working throughout the project to inform, educate and guide the campus community through changes that WolfieONE will bring to the University and Hospital via efforts such as road shows, town halls, enewsletters, surveys, etc. Visit the OCM website for more information

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.

The project leads will configure and build the system according to the specifications from the Design phase, and doing so 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. We will complete 3 Sprints by Dec this year.

OCM: During this period, OCM will conduct education sessions, assess change impacts and develop a change leader network.

Strategy, gathering requirements, drafting the Segregation of Duties matrix, configuring workbooks and performing sprints to build security roles. To date, we have completed custom role builds for all Finance modules; Demonstrated Finance roles. Coming up: finalizing HCM custom roles in early 2025.

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.

The 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.

Current anticipate go-live date. Please note that this date is subject to change as we continue to refine our approach, and we will keep you informed of any further adjustments.

Launch the program and engage a broad audience. Begin identifying stakeholders who need to provide input to project team. 

Gather requirements and input from key stakeholders, assess the current state, conduct workshops, determine how Stony  Brook will use segments.

Project team preparedness, basic knowledge of Oracle Cloud, confirm necessary participants in workshops. 

OCM: Conduct leadership alignment labs to produce project vision, governance and guiding principles (available on the Resources page of this site). Conduct stakeholder analysis to determine impacted stakeholders throughout various phases of the project. Build stakeholder engagement plan. Develop training strategy. 

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.

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.

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.

These sessions covered end-to-end business processes (and other design elements) for each module, and make decisions on how to leverage system functionality, defining system configuration for the next phase.

ERP, HCM, EPM, EDM: complete

OCM: During this period, OCM worked to capture and analyze change impacts as well as conducted a change readiness survey.

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.