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Process and Systems Optimization - Framework

Last Updated: November 21, 2024 4:13:34 PM PST
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Discover How We Optimize Our Financial Systems!

Our Approach to Financial Systems Optimization

Our workgroup enhances our Financial Information System through a structured, dynamic approach. Regular progress meetings, detailed process analysis via Scribe and customer feedback through Services & Support tickets keep us aligned with organizational goals. By combining real-time data with stakeholder input, we drive continuous improvement, resulting in impactful and sustainable system enhancements. Discover how our strategic design supports ongoing success.

Approach and Operational Design

There are four inputs informing the optimize and sustain strategy for Oracle Financials Cloud:

  1. Business Process Enhancement Request: A form through Services & Support portal for campus staff to suggest new, modified, or enhanced financial system business process.
  2. Input from ITS and Central Office SMEs Feedback from customers, central reconciliation findings, support tickets, and Oracle product updates.
  3. Value Realization Key Performance Indicators (KPIs): These KPIs establish baselines for process improvements benchmarked against higher education standards to help identify areas of strength and opportunities for enhancement at UC San Diego.
  4. Bi-Annual Voice of the Customer Outreach Program: A proactive outreach initiative aimed at fostering collaboration, engaging end-users and supporting process improvement across each Vice Chancellor area.

Guiding Principles

  1. Utilize custom applications only when Oracle functionality entails more effort or time to process transactions and viable workarounds remain inefficient. Base decisions on Return on Investment (ROI) analysis.
  2. Maximize configuration options, minimize customizations. Adopt and streamline as much out of the box functionality as possible. Eliminate unnecessary steps and complexities to enhance efficiency and clarity.
  3. Meet user needs in the context of what’s best for the institution as a whole - “process change vs system change”. For example, there may be times that a change is prioritized that appears to only meet the needs of a few but will bring exponential return for that group and the university as a whole.
  4. Build in system controls to reduce discrepancies.
  5. Assess current processes rather than prolonged cleanup efforts.