EVPT Project Overviews

Project Description 
 
MIT’s current enterprise resource planning (ERP) system uses SAP as the core system for many administrative processes across the Institute, including HR, finance, and facilities. Implemented in the 1990s and created to be compatible with administrative business processes dating back to the 1950s, MIT’s highly customized ERP landscape is cumbersome and costly to maintain. This dated system puts a strain on our community and lacks agility to support the evolving business needs of the Institute.
 
Our goal is to eliminate existing functional and technical constraints and move from outdated user experiences, fragmented data and computing deployment, and legacy business processes to friction-free modern user experiences, access to integrated data and consistent and streamlined processes. The new system will feature integrated access to data to rapidly inform institutional decision making and provide opportunities for automation to free up time and resources to focus on what is important for MIT. 

Guiding Principles
 
So that units across MIT can have access to a single source of reliable data, effectively manage operations, inform sound decision-making, and consistently meet business objectives, MIT will:

• Strive to adapt to new ways of working in order to ensure that the chosen solution is leveraged to realize expected benefits;
• Provide a comprehensive set of shared tools and processes that will make it easier to access information, manage operations, and eliminate the need for shadow systems;
• Standardize administrative processes where possible to create a foundation for operational consistency across MIT; and
• Avoid customization of configurable workflows within the chosen system unless required to support a differentiating or regulatory requirement in order to maintain a lightweight and flexible environment that can accommodate current and future needs.
• Our focus is to support MIT’s mission of advancing knowledge, educating students and conducting research to bring knowledge to bear on the world’s greatest challenges. 
• Only consider technical solutions with an intuitive, adaptive interface that delivers an experience aligned to end-user functional needs.

Scope – Planning Phase (In Progress)

• Engage a consulting company to guide us through the request for information (RFI) process with ERP vendors, and to help MIT identify institutional opportunities, pain points, cost and resource needs based on the current state environment.
• Explore a range of possible vendor solutions and cloud platform options available in today’s broader ERP market.
• Set the foundation for an ERP modernization that will provide a world-class experience, sustain enhancement and innovation with MIT’s broader ecosystem, and provide the data to rapidly inform institutional decision making.

Timeline

This project is currently in the planning phase (May through October 2022) as we explore a range of possible vendor solutions and cloud platform options available in today’s broader ERP market. With the information we collect during the planning phase, we will assess options for next steps, including selection of vendor(s) and adoption of a plan to keep the MIT community involved and informed.

Key Deliverables & Status

• Strategic Principles and Guiding Principles: Complete
• Business Capability Maturity Assessment: Complete
• Request for Information (RFI) to vendors: Complete
• Organizational Readiness Assessment:  Complete
• ERP Solutions Assessment Report: Complete
• Target State Architecture: Complete
• ERP Modernization Roadmap: Complete
• Final report and readout: Complete

Timeline Details

• May 2022: Establish Strategic Context
• Late May–Mid July 2022: Assess Business Capabilities
• Mid July–Late September 2022: Assess ERP Solutions
• July 2022: Assess Organizational Change Management (OCM) Needs
• Late September–Late October 2022: Develop ERP Solutions Assessment Report

Next Steps

Now that our consultant partner delivered the final project and readout report to the steering committee, we will dive deeper into their recommendations and assess next steps. Our goal is to work in collaboration with the MIT community to discuss potential options and approaches, including which vendors to participate in a request for proposal (RFP) effort. Next steps also include identifying readiness activities, implementation sequence, training and communications needs, and staffing for this large and substantial effort. At this time, we anticipate releasing an RFP in Spring 2023.

Steering Committee 

Robin Elices, Executive Director, Office of the EVPT (Committee Lead)
Ramona Allen, Vice President for Human Resources
Katie Hammer, Vice President for Finance
Ron Hasseltine, Assistant Provost for Research Administration
Joe Higgins, Vice President for Campus Services and Stewardship
Colleen Leslie, Assistant Provost for Research Administration
Mark Silis, Vice President for Information Systems and Technology
Heather Williams, Assistant Provost for Strategic Projects

Discovery Project Leads

Lizz McManus, Senior Project Manager, Office of the EVPT (Project Team Lead)
Eamon Kearns, Associate Vice President, IS&T 
Karon McCollin, Manager of Financial Systems, Office of the Vice President for Finance
Wayne Turner, Director, HR Operations, Human Resources
Susan Wolfson, Director, Finance & Administration, Campus Services & Stewardship
Carol Wood, Director, Research Administration Systems Support
Gartner, Discovery Consultants

Business Process Leads / Subject Matter Experts 

Various subject matter experts and users from across the Institute (as needed)

Questions
 
Contact Senior Project Manager Lizz McManus if you have questions about the ERP project.
 

Project Description

CRICO, the insurance program for Harvard medical institutions and their affiliates, awarded MIT Medical a four-year grant to establish an ambulatory safety net program. An ambulatory safety net (ASN) is an innovative organizational intervention that addresses patient safety related to missed and delayed diagnoses of abnormal test results. An ASN consists of a set of tools, reports, registries, and associated workflows to create a high-reliability system for abnormal test result management.

In the first year of the grant, MIT Medical will developed two ASN interventions: one for routine colorectal cancer screenings and surveillance colonoscopies for high risk patients as well as an ASN for universal depression screening and suicide prevention within the Adult Primary Care, OB/Gyn, and Student Mental Health and Counseling Services.

We have identified cancer as a major area of expansion for future ASN interventions. In the remaining years of the grant, MIT Medical plans to add additional ASN interventions in breast, prostate, and lung cancer. In many cases, missed or delayed cancer diagnoses can be attributed to failures in communication and breakdowns in the loop-closure process — a patient receives an abnormal test result, but the necessary follow-up is not completed, and a potential cancer diagnosis is missed. ASN interventions can provide a safeguard against these errors by providing a backup system for following up on abnormal test results when the standard follow-up process fails.

Timeline

2022–2026
 
Working Committee

Michele David, M.D., Chief of Quality and Patient Safety
Stephanie Shapiro, M.D., Chief of Medical Informatics and Population Health
Janis L. Puibello, F.N.P., Associate Chief of Nursing, Clinical Quality and Nursing Administration
Lior Givon, M.D., Clinical Director, Primary Care Behavioral Health
Regina Harvey, D.N.P-R.N. Associate Director of Nursing, Clinical Operations
 
Questions

Please email medical@mit.edu with any questions about the Ambulatory Safety Net Program.

Project Description

MIT Medical is enhancing and upgrading our second and third floor patient care areas, including expanding and enhancing our waiting areas and treatment spaces in Primary Care, Specialty Care, and Student Mental Health and Counseling services.
 
The project will consist of:

• Newly renovated waiting and reception areas
• Expanded number of exam rooms
• Expanded space for Student Mental Health and Counseling service
• New exam space for Primary Care Behavioral Health program (for faculty and staff)
• New internal support spaces (clean and soiled utility rooms, medication room)
• New group room, staff space, and provider spaces
• New security doors to separate public and clinical spaces

 
Architect renderings
 
2nd floor lobby

 

3rd floor reception

 
Timeline

2022–2024

 
Working Committee

Robert Bright, Director of MIT Medical Facilities
Marcela Cardoso, Project Manager
David Forristall, Manager, Technology Systems
Rosie Huntress, Director of Project Management and Strategic Planning
Michael MacDonald, Facilities Manager
Brian Schuetz, Executive Director
Cecilia Stuopis, Medical Director
 
Questions

Please email medical@mit.edu with questions about renovations to MIT Medical patient care areas.

Project Mission

The Office of the Vice President for Finance is developing the Purchase with Purpose campaign to respond to President Reif’s July 2020 charge for MIT to increase purchasing with Black, Indigenous, People of Color (BIPOC)-owned businesses and in support of Fast Forward: MIT’s Climate Action Plan for the Decade. This work is a collaboration among VPF Strategic Sourcing and Contracts and its Small and Diverse Business program, VPF Financial Operations, and the Business Intelligence team within the Controllership.
 
The cornerstone of this effort will be two new online resources:

• Supplier Search, a vastly improved tool for the MIT community to search for suppliers for goods and services, and view demographic information to help inform their buying decisions;
• The Procurement Services website, a new web presence to help the community to source and contract for goods and services, make purchases and payments, monitor orders, book travel, and know how to create travel expense reports.

Project Description 
 
The Supplier Search tool is being developed to address two key issues with the use of suppliers on campus: frequent redundant requests to add new suppliers to MIT’s roster of established suppliers, and lack of insight into businesses that are small, diverse, or sustainable. Historically this information was difficult to provide due to the limitations in the way VPF collected, organized, and disseminated supplier data. This project coincided with a major reworking of these processes and is built on top of a new supplier database. 

Through the development of the new Supplier Search tool, it became clear VPF needed to provide updated and improved information on sourcing, contracting, and purchasing on its website and highlight MIT’s purchasing priorities around small, diverse, and sustainable businesses. The current VPF website— a task-based site developed before a number of VPF’s directorates were created, is limited in its ability to highlight the expertise and guidance provided by various teams that assist with procurement.
 
The new Procurement Services website will address these key concerns through a modern, dynamic design that highlights the function and expertise of the Strategic Sourcing, Contracts, Travel and Card Services, Procurement Operations, and Accounts Payable teams. It will also serve as a home for the procurement tools and platforms VPF provides to the community, including Supplier Search, Buy-to-Pay (B2P), and Concur.
 
In addition to these tools and resources, the new site will allow VPF to highlight MIT’s purchasing priorities with small, diverse, and sustainable businesses. These priorities will be articulated through Purchase with Purpose, a campaign to inspire buyers to align their purchases with President Reif’s charge and the Fast Forward Climate Action Plan. The campaign will consist of a year-long series of monthly purchasing challenges for the MIT community, participation prizes, on-line and in-person events, and opportunities for campus purchasers to share their Purchase with Purpose activities and stories.
 
Scope – Discovery, Design, Develop, User Test, and Launch
 
Both projects went through a robust discovery process over the past two years, with significant feedback from VPF and campus users. Design for both was completed by the same firm to ensure continuity of visuals while ensuring a unique “brand” for the separate tools.
 
The development phase of Supplier Search required significant cooperation between the consultant and VPF teams due to the nature of supplier information and its organization and structure. Currently, development is complete for the tool and final user testing is underway. Both Supplier Search and the Procurement Services website have been designed for accessibility by all users.

Development for Supplier Search and the Procurement Services website is expected to be complete in 2023. Both projects and the Purchase with Purpose campaign are slated to launch in 2023.

Project Team
 
Sponsors:

Lillian M. DeWitt, Director of Strategic Sourcing and Contracts
Kathleen McGrath, Director of Financial Operations
 
Project Leads:

Emma Homstad, Small and Diverse Business Program Lead Administrator
Minerva Tirado, Senior Strategic Sourcing Analyst
 
Team:
Laurie Everett, Senior Communications Manager
Ann Julian, Manager of Procurement Operations
Ashley Kennedy, Communications Officer
Gilles Simler, Manager of Business Intelligence Systems
Cecilia Talamantes, Senior Analyst

Questions

Contact Project Lead Emma Homstad with questions about these projects.