The on-demand, self-service capability will be elevated in Workday with more self-service capabilities.  

The goal of Knight Vision is not to reduce the number of employees in any area, but instead to streamline the efficiency and effectiveness of all business processes. Any changes that occur will occur over time as we settle into a new way of working and doing our jobs. Knight Vision is going to have a positive impact on those who work at UCF. Our work will be more efficient and effective as we switch to a different technology system, make changes to business processes and make sure that people have the tools to do their job well without unnecessary duplication. 

The Knight Vision team will work with the owners of these applications to understand their functional needs and make plans to ensure solutions are in place before the respective PeopleSoft applications are turned off. These plans will address the budgetary, technical and project resources needed to implement alternative purchasing and developing solutions. 

There is never a good time to start one of these large projects. The Knight Vision funds have been set through an approval process. The cost of moving forward with the effort is necessary for the future of UCF and the Knight Vision program will bring greater efficiencies and better financial management to the institution in the long term. It is difficult to justify continuing to operate in the way we currently are at UCF. 

$50 million has been allocated for the ERP Program so far. Workday HR & Finance implementation will cost $27.6 million, including the software implementation and associated consulting support. Additional costs related to the ERP project are still being evaluated. These include improvements to HR & Finance service delivery, reporting & analytics, and replacement of select custom PeopleSoft applications. Implementation costs and funding requirements for the student application will be evaluated over the next 18 months. 

The backfill budget for Knight Vision is limited, and employees moving onto the project will have a salary based on their current salary plus a small stipend.

We are asking the community to participate in the Activity Assessment and interviews. Until we inventory the data, it would be very challenging to answer these types of questions. Once we know how Workday works, different people and roles will evolve into more strategic and higher-purposed roles in their units. We will be using the data to drive the decisions with intention.  

Yes.

The answer to this will emerge when they come to a shared understanding and a decision. There is a ton of business logic, and we must make sure it carries forward in our deployment. 

We have spoken with many institutions using Workday. We will be building on their templates to customizing Workday to meet our needs at UCF. We will work closely with the campus community to ensure that the configuration of Workday will be useful. The team will actively collaborate with those who work closest to the processes. We have learned a lot through the implementation of PageUp. Thoughtfully leveraging the lessons learned of our past will make this effort a smoother integration process. 

It may be that the paper is faster for your personal preference, but when you look at the business process from beginning to end, the end user with the stack of forms can address it more quickly through technology. There are three data centers for Workday, so the likelihood of the software going down, is near impossible. It will be optimization of an entire business process. Ease of use question is understood, but if we design the processes to be seamless across the university and it, will allow us to do our work more effectively and efficiently. The current processes are very manual and labor intensive. 

The Workday project (Knight Vision) has no impact on the compensation and classification project. We are still in the design phase where we are determining what the workflow will entail when making changes to employment. 

The project was funded with prior year carry forward budget in June of 2020.  

It is necessary to invest in training our people to successfully navigate the new way of doing their jobs – at all levels. We want to keep our staff relevant in the workplace. We look to keep our staff at competitive salaries, but we must look at building sources for reoccurring money.  

State statutes prevent the university from paying OPS employees for anything other than hours worked.  

Workday is only a technology platform, but the project to move to the next phase for the compensation project needs resources and budget to support those issues. The compensation processes in Workday will make managing compensation easier in the future. Workday will also afford the capability of streamlining department requests once business processes are configured. 

There are no requirements to do work from your electronic devices. This would be a discussion to be had with your supervisor on expectations.  

The goal is standardization. There are no requirements to put medical information on LAPERs and HR would advise against doing so. 

There are no plans to change this access now. 

This process has not yet been detailed. We expect there to be efficiencies, but specific changes are not yet outlined. Some processes may have more steps or clicks; some will have less or will change completely.