Client Success Story

University of Maryland, Baltimore
Navigator was engaged to help the University understand its options for replacing its legacy financial reporting tool, assess the health of its transactional data set, and to develop a short and long-term reporting strategy.

About the project

The University of Maryland Baltimore (UMB) made the decision to replace its legacy on-premise financial system with a Software as a Service (SaaS)/Cloud-based computing environment rather than upgrade an end-of-life product. This priority initiative had high visibility, wide-ranging stakeholders, and tight time constraints.
About the project

Approach

Navigator was retained to provide the following services to UMB:
  • Gathering the functional and technical requirements for the SaaS-based financial system
  • Guiding staff through identifying and validating requirements and demonstration vignettes that serve as the basis of the competitive source selection
  • Providing technology-agnostic Enterprise Resource Planning (ERP) expertise throughout the all phases of the software and services selection
  • Mapping key business processes for UMB core business areas (Budget, Finance, Grants, and Procurement)
  • Developing a comprehensive Change Management Strategy
  • Conducting a data health check (grants, procurement, G/L data), and developing a comprehensive short and long-term strategy for Business Intelligence/Analytics
  • Designing and implementing a requirements management and testing regime

Results

During the source selection and contract ratification, Navigator engaged key stakeholders in a complementary effort to develop current state process maps, identify process improvement opportunities, and design high level future state processes.  These activities improved the client’s design readiness for building the new system while honoring the consensus-based approach many higher education institutions prefer. Navigator’s approach provided a means for UMB stakeholders to study and surface opportunities to realize value from improvements to existing processes.  In this way, their perception of the implementation was one of improvement rather than simply the replacement of one technology for another.  Navigator's approach increased stakeholder awareness and desire for the implementation, not only removing potential barriers to buy-in but actively raising the bar for implementation success to include delivering improvements to end-users.  When UMB signed the software and implementation support contract, it was able to move quickly into the implementation phase without needing to pause first to educate and prepare their stakeholder community for detailed design sessions.