Support continues to grow for Transform Purdue project

The stage is set for Transform Purdue project to bring impactful and necessary changes to the way we do business across the university. Treasurer and Chief Financial Officer Bill Sullivan and President Mitch Daniels both shared their support and belief that now is the right time for the transformation in July and August respectively. Interim Provost Jay Akridge has also shared his support of the project in his recent Provost newsletter. Sullivan’s and Daniels’ videos are available to view on the Transform Purdue website’s Project Video Gallery page.

From upper-level management like Daniels, Sullivan and Akridge to supervisors, managers and employees, support for the project continues to be shown. The change network is a great example. Initially, Enterprise Asset Management, Human Capital Management and Finance change leads were established.

In order to bring the network to an interconnected network of respected and influential employees to serve as a trusted bridge between the project teams and the employees and managers, we are going a step further by adding academic change leads and identifying “academic go-tos” for the different departments and colleges within the university. The academic change leads will help us extend our reach across campuses with consistent messaging, ensuring everyone has the most up-to-date information.

Area go-tos will consist of both human resource, business management and academic support representatives who are most likely doing some of the work today and are most likely the person that leaders and / or faculty will utilize for help and support on administrative tasks. Beginning in September, these individuals will participate in “deep-dive” sessions with a goal of preparing the teams for more showcases in the upcoming months. Deep-dive sessions will cover a variety of topics such as recruitment, time and payroll, faculty recruitment, job family structure and more in order to ensure the go-tos are equipped with the knowledge needed to succeed in their roles.

The primary objective of this group is to build a “bench strength” of understanding of the changes that are forthcoming. The “go-to” network is being put in place to help faculty and colleagues smoothly navigate through the upcoming changes.

Communications will continue to be shared via numerous outlets, including the Transform Purdue website, Transform Purdue blog, Transform@Purdue newsletter, Purdue Today, Key Messages to leadership and more, in order to keep the Purdue community up-to-date with progress being made.

Questions regarding the transformation can be sent to

9.6.17 blog image

Transforming Purdue Business: Project Update Showcase

The showcases — titled Transforming Purdue Business Project Update – recently held to share information on the ongoing transformation projects, were well received.

More than 350 staff have attended a facilitator-led session or joined during a WebEx session to learn more about the transformation projects introduced in the fall / winter of 2016. Registration is still open for the showcase scheduled for Friday, Aug. 11.

Each of the three ongoing projects — Enterprise Asset Management, Human Capital Management and General Ledger – are in a form of testing — as shown below in their respective timelines. The timing is perfect to provide an inside look into the progress each team has made to date and what’s ahead.

During the showcases, each team lead provides 30-minute progress reports on their respective projects:

  • Enterprise Asset Management (Maintenance and Capital Projects)
  • Human Capital Management
  • General Ledger (Finance)general-ledger-timeline

During each showcase to-date, questions from attendees were collected. The questions and answers will be communicated via an upcoming Purdue Today series.

Questions can be directed to

Training strategy announced on Transform Purdue website

As with all transitions in the business world, training is a key component and one that generates a lot of questions and planning. The Transform Purdue project is no exception. With that in mind, the project team has created a training strategy that will be utilized to train in all aspects of the project.

A “train-the-trainer” concept will be utilized with deployments throughout the project. Our trainers are often subject-matter experts and key testers with the new processes and systems which positions them to better help you understand what is being introduced.

In order to meet the needs of our community and provide as many ways to learn, training will be delivered in a variety of formats as outlined in the image below.

Training strategy image

Training is also organized by like tasks and roles which allows trainees with similar roles and tasks to attend one training course.

The following Frequently Asked Questions (FAQs) were created to provide additional information; the FAQs are housed on the Training – Frequently Asked Questions web page.


  • Security Roles – A security role allows an SAP user to access certain modules or information, in order to perform a transaction or task.
  • Business Roles – Our jobs or tasks are often organized by business roles. For example, today in Ariba, some of us are considered ‘requesters’ which means we are the ones responsible for purchasing tasks through Ariba. It is our ‘business role.’ Additionally, there are security roles that allow you the proper access to perform those tasks.



Your supervisor. The business drives these decisions as supervisors work with the project teams to determine appropriate roles for employees. First, they address the security roles – assigned to positions within SAP — needed, and then they acknowledge who should attend training based on ‘business roles.’


Training starts towards the end of each project’s respective testing phase. During testing, training materials are created and trainers are identified to attend ‘train-the-trainer’ sessions.


No! Training starts at the end of testing but often continues post-deployment. We are aiming to provide training on tasks we know that are not performed in the system the moment deployment starts. In order for you to retain information, it is better to attend or review the materials closer to the time when you will need to use them.

Plus, similar to the courses we offer today, any new courses will be offered on a regular basis.


Yes. We all have different learning styles and for some of us, we may need another reminder on how to perform more complicated steps. Both your supervisor, the project team and those responsible for training, want you to gain confidence in the new system. Please speak with your supervisor about your training experience and what the best next steps should be for you to continue to learn. Therefore, attending an instructor-led course for a second time is okay if that is the best next step for you!

To ensure information about training is always readily available to employees, a Training web page, located within the Transform Purdue website, was created and outlines the training strategy above as well as the Frequently Asked Questions.

Any additional questions can be directed to

Project partnership results in a finance success story

The Transform Purdue project is all about streamlining, simplifying, organizing and automating business processes across campus. That concept recently spilled over into other areas of campus and business process reengineering was put to work for a Purdue Memorial Union project. In turn, that project ended up supporting the General Ledger (Finance) transformation project as well.

In a true partnership-style success story, the team working on “Project Simplify PMU Billing Clean Up and Redesign” joined forces with the Business Process Reengineering team – specifically Whitney Beutel, business process analyst – for assistance researching and detailing the many steps of the former process versus the current process and the savings and efficiencies generated from making the process change. (*The images below compare the former process with the current process.)

All members of the team, subject matter experts listed below, played significant roles in the success of simplifying PMU’s billing process. Team members were requested by Melissa Guinn, assistant director of financial affairs, science, and were nominated and approved by the DFAs.

Ann Templeman, business management specialist Kathy Byers, account clerk, College of Liberal Arts Administration Genia Hunley, business manager, HHS Joette Hutchcraft, account clerk, Libraries Mari Leffert, vendor manager, Procurement Services Brittney Bowers, account clerk, Housing and Food Services Candice Zook, account clerk, Student Activities, Organizations and PMU Brad Pape, fiscal administrator, Business Office Student Life Whitney Beutel, Business Process Reengineering Susie Geswein, reporting business analyst, Office of Financial Planning and Analysis Jamie Humbarger, special projects an reconciliation accountant, Accounting Services Kathy Vanderwall, fund accounting manager, Accounting Services Leslie Barnes, assistant director of financial affairs, Liberal Arts Stacy Brown (ILab Advisor), DFA, VPR/Partnerships and Discovery Park Donna Brown (ILab Advisor)  ADFA, Discovery Park

Reengineering the process resulted in several improvements:

  • Eliminated monthly process to reconcile PMU clearing account by business manager
  • Reduced cycle time of expense posting to the correct funding source from 30 plus days to less than five days
  • Reduced the number of reimbursement requests made to PRF/checks deposited
  • Reduced the number of journal entries process monthly
  • Reduced effort of Accounting Services in processing documents
  • Eliminated 171 funds

In order to eliminate funds, the team was tasked with clearing the balance of $330,207.65 that was held in the PMU clearing funds. If money is still in funds, the funds can’t be eliminated so initially they had to research and clear the funds that were still there. The business managers played critical roles in doing so. This required business offices to be willing and able to help move the funds along. It also required the PMU business office to help communicate progress and offer guidance. Once this was accomplished, the team was able to address the number of funds in use.

By eliminating funds, the PMU billing project directly impacts the General Ledger (Finance) project as one of the main components of the General Ledger (Finance) project is to reduce the number of funds currently used. The PMU billing project successfully contributed to that goal with the elimination of those 171 funds.

More information about the transformation project, contact or visit the Transform Purdue website.

PMU Clearing Account Reconciliation (002)_Page_1 *The image above shows the old process.

PMU Clearing Account Reconciliation (002)_Page_2*The image above shows the reengineered, current process and the identified efficiencies  gained.

A sneak peek at SAP’s S/4 HANA

The Transform Purdue project continues to make progress across the board. The technology work stream, in support of the overall project, has been hard at work on the migration of our current SAP system to the SAP Business Suite 4 SAP HANA, otherwise referred to as S/4 HANA.

As a result of the upgrade, the functionality and the processes in regards to analytics for payables, running general ledger reports and more will have a whole new look and feel.

The suite is easier to use and administer while also providing enhanced functionality. The goal is to dramatically simplify business processes by ensuring staff at all levels have access to the most current versions of information. The mobile-friendly aspect of S/4 HANA makes it more efficient. Once implemented, data will be accessible from any location with Internet access via laptops, tablets or mobile phones.

A quick demonstration of the S/4 HANA Finance Capabilities was shown at the Boiler Insight Hot Topics meeting recently. The demo shows first hand some of the improvements employees will utilize as a result of S/4 HANA implementation.

Any questions about S/4 HANA or the Transform Purdue project in general can be directed to

What happens before “Get set” and “Go”: Readiness reviews

As all transformation projects move toward implementation, we’ll be conducting readiness reviews.

Project teams have conducted the first of three readiness reviews for the Enterprise Asset Management (EAM) project. Both project work streams, Maintenance and Capital Projects, had a separate review. In addition, the first of two readiness reviews for the simplified general ledger structure – the small, initial finance-related release – has been completed.

This first review was for managers and supervisors – it introduces the measures, sets expectations for all readiness reviews and checks in on the current level of readiness and risk. The assessments serve as checklists that areas can use to get ready for the transformation.

The goal isn’t to show that we’re ready now, because we aren’t. There’s still a lot to work to be done. These first steps are helping to establish a baseline, and as the projects continue and additional reviews take place, we can watch the progress toward readiness.

To review the assessment checklists, go to the Readiness Review page on the BPR website.