Accomplishments

In partnership with ATP and DoIT, AIP completed analysis and delivered recommendations to ancillary system owners around specific functionality in identified ancillary systems that could be performed in Workday or not.

With Madison Budget Office, established a budget to support additional and temporary capacity to support implementation of Workday within campus units through June 30, 2025.

In conjunction with the timeline revision for the Workday implementation, AIP solidified the roles of three individuals to be leads of process readiness, people readiness, and tech readiness at UW-Madison.

With AIP identified as the “home” for Workday readiness at UW-Madison, AIP developed a comprehensive project plan for all of UW-Madison to track implementation activities, and enable monitoring of activities and ability to raise risks and issues as appropriate.

To support a successful implementation of Workday and alignment with guiding principles articulated by ATP – specifically standardization, AIP drafted a definition of a process variation and identified guardrails to understand appropriate use of requests for process variations.

In partnership with OHR and identified HR Core Leads for the implementation of Workday, deliver a charter document describing the partnership and specific roles and responsibilities to identify and perform actions identified for the implementation of Workday (e.g. business process review, operating model/service delivery design, training) in the HR space.

In partnership with Business Services and identified Tiger Team Leads for the implementation of Workday, deliver a kick-off meeting describing the partnership and specific roles and responsibilities to identify and perform actions identified for the implementation of Workday (e.g. business process review, operating model/service delivery design, training) in the Finance space.

AIP led the RFP process which resulted in the selection of and contract with Dormakaba, a certified Workday partner to standardize on one time clock solution for UW-Madison.

Partnering with OHR on discovery of currently usage and interest in scheduling software across UW-Madison, with a goal of identifying a single solution to address this need.

AIP partnered with the Administrative Services Unit (ASU) to analyze I-9 processing done within the ASU and identify opportunities for reduction of compliance risk and error rates and to increase efficiency.

Project Closure Summary

In collaboration with Operating Model Focus Group (subset of Administrative Council), delivered the recommendation of an opt-in 1-year pilot for divisions to utilize Business Services as a central pool for expense audit function. Alternatives explored.

In collaboration with Operating Model Focus Group (subset of Administrative Council), develop and deliver a set of guiding principles to guide operating model evaluation, design, recommendation, and implementation in academic schools and colleges.

AIP partnered with the VCFA Communications Director to improve the AIA nomination process based on previous years’ feedback and study of best practices. The improvements include: (1) new nomination questions focused on project outcomes; (2) updated web content to reflect best practices; and (3) a new Nomination Committee analytic rubric using weighted scoring to emphasize outcomes and impacts.

Partnering with OHR on a service model for onboarding employees into UW-Madison.

AIP conducted internal and external interviews, and identified the key elements of a mature continuous improvement capability for UW-Madison.

With support from Deloitte Consulting, AIP facilitated an Organizational Change Management (OCM) Summit with VCFA Directors to understand essential elements of change leadership and began to identify next steps to drive this information and associated actions deeper into the university.

AIP conducted two all-team in-person sessions (one in July 2023 and one in August 2023) to discuss AIP team values and identity, ways of working, and developed an intended impact statement.

With the Office of Finance and Administration’s communications team, established a simple web presence to begin to tell the AIP story.