Taking advantage of an organization-wide implementation of PeopleSoft for ERP, the NSCC controller's office decided to implement a new reporting tool as well, and a trial version of Business Objects' Seagate Info 7.0 was installed. The trial version provided free software, with all of the functionality available in the regular Business Objects Crystal Reports product offering, giving NSCC the ability to see whether this software had the required functionality. It also gave NSCC the opportunity to see how a new reporting process would work with respect to a centralized report creation and distribution structure.
The solution choice had been straightforward, as a colleague of NSCC controller David Dewey had recommended Seagate Info 7.0. After a three-day on-site visit by Business Objects, the system was up and running. Within one and a half weeks of full time work, the reports were being published to the web. This enabled reports to be uploaded, giving end users direct access to the information in real time. Within two weeks, the process of change had been completed. As this new reporting functionality was coupled with the ERP implementation, most end users thought that the new reports were a part of PeopleSoft, creating natural end user buy-in. The PeopleSoft logo was placed on the reports as well, giving the illusion that one system was being used. This tactic created a seamless integration as the end user community was not adversely affected.
One of the main discussions surrounding the actual implementation was whether to use PeopleSoft as a reporting tool as well. Most report users were centered in the financial departments across the various campuses. Due to the multiple end user locations, the training involved in the adoption of the new system would be time-consuming and costly. The alternative was to implement a reporting system that could integrate with the ERP system, in a seamless and user-friendly manner to allow for an easy transition. The decision to implement a third party reporting tool was made to take advantage of the advanced reporting capabilities it offered. Once the reporting framework was set up, a pilot project was put in place with fifteen users across NSCC campuses, with the members of the selected pilot group trained as super users. Since the original implementation of Crystal Reports, the use of Business Objects throughout the organization has expanded to over 200 users.
Additionally, attaining management buy-in was simple because the associated implementation costs were 75 percent less with the trial version than they would have been if Crystal Reports had been implemented first. Also, this meant that there was little to no risk regarding the implementation. The evaluation of risk was assessed based on simple criteria, the main factors including a relative no-cost implementation because of the trial version (as well as the fact that management felt the situation couldn't get worse). The main concern was the need to drive change for a process that was frustrating for all levels of financial decision makers; therefore, implementing a new reporting system for between $2,000 to $3,000 (USD) was seen as very low risk, as the low cost factor added to the advantages of attempting something new.
Moving from the original physical distribution of reports to providing end users with access to the reports (via Internet and e-mail distribution) gave end users more freedom regarding use and manipulation of the data. Due to the data being generated right after month's end, users were able to access the required reports at the close of the financial period. This new access to reports created a series of new requests from end users to make changes to the income statements. Those changes were made, updating individuals' views to reports, and making the number of report variations expand exponentially. Now decision makers were able to access the right data at the right time.
Due to the increased use of reports, a more stable server environment was required to meet the needs of the additional users, who had grown in number to over 200. Also, the decision was made to purchase additional licenses and to implement Crystal Enterprise, with subsequent upgrades as new releases became available. Now, one version of the income statement is created as a prompted driven report, to allow each user to see the report based on the view they need. From the users' perspective, there is only one report; however, in the background, the prompt-based report replaces over thirty variations of income statements.
The solution choice had been straightforward, as a colleague of NSCC controller David Dewey had recommended Seagate Info 7.0. After a three-day on-site visit by Business Objects, the system was up and running. Within one and a half weeks of full time work, the reports were being published to the web. This enabled reports to be uploaded, giving end users direct access to the information in real time. Within two weeks, the process of change had been completed. As this new reporting functionality was coupled with the ERP implementation, most end users thought that the new reports were a part of PeopleSoft, creating natural end user buy-in. The PeopleSoft logo was placed on the reports as well, giving the illusion that one system was being used. This tactic created a seamless integration as the end user community was not adversely affected.
One of the main discussions surrounding the actual implementation was whether to use PeopleSoft as a reporting tool as well. Most report users were centered in the financial departments across the various campuses. Due to the multiple end user locations, the training involved in the adoption of the new system would be time-consuming and costly. The alternative was to implement a reporting system that could integrate with the ERP system, in a seamless and user-friendly manner to allow for an easy transition. The decision to implement a third party reporting tool was made to take advantage of the advanced reporting capabilities it offered. Once the reporting framework was set up, a pilot project was put in place with fifteen users across NSCC campuses, with the members of the selected pilot group trained as super users. Since the original implementation of Crystal Reports, the use of Business Objects throughout the organization has expanded to over 200 users.
Additionally, attaining management buy-in was simple because the associated implementation costs were 75 percent less with the trial version than they would have been if Crystal Reports had been implemented first. Also, this meant that there was little to no risk regarding the implementation. The evaluation of risk was assessed based on simple criteria, the main factors including a relative no-cost implementation because of the trial version (as well as the fact that management felt the situation couldn't get worse). The main concern was the need to drive change for a process that was frustrating for all levels of financial decision makers; therefore, implementing a new reporting system for between $2,000 to $3,000 (USD) was seen as very low risk, as the low cost factor added to the advantages of attempting something new.
Moving from the original physical distribution of reports to providing end users with access to the reports (via Internet and e-mail distribution) gave end users more freedom regarding use and manipulation of the data. Due to the data being generated right after month's end, users were able to access the required reports at the close of the financial period. This new access to reports created a series of new requests from end users to make changes to the income statements. Those changes were made, updating individuals' views to reports, and making the number of report variations expand exponentially. Now decision makers were able to access the right data at the right time.
Due to the increased use of reports, a more stable server environment was required to meet the needs of the additional users, who had grown in number to over 200. Also, the decision was made to purchase additional licenses and to implement Crystal Enterprise, with subsequent upgrades as new releases became available. Now, one version of the income statement is created as a prompted driven report, to allow each user to see the report based on the view they need. From the users' perspective, there is only one report; however, in the background, the prompt-based report replaces over thirty variations of income statements.
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