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.