1. Executive Summary

The University of Mary Washington is undertaking a multi-phase ERP modernization to replace legacy systems with the Workday cloud platform. This initiative will transform Human Resources, Finance, Payroll, and Student systems into a unified, modern, cloud-based architecture that improves operational efficiency, data integrity, compliance, and user experience.

The program will be executed in three phases:

• Workday Platform (HCM, Finance, Payroll, Procurement, Expenses)
• Project X – Enhancement and Optimization
• Workday Student (Student lifecycle, enrollment, and academic operations)

This is a business transformation program enabled by technology. Success depends on governance discipline, institutional alignment, and readiness-based execution.

2. Purpose and Objectives

Purpose

Replace fragmented legacy ERP capabilities with a unified Workday platform to modernize administrative operations and enable data-driven decision making across the university.

Objectives

• Establish a single system of record for HR, Finance, and Student data
• Standardize and simplify business processes across the institution
• Improve reporting, analytics, and audit readiness
• Strengthen security, identity governance, and compliance posture
• Enable self-service for faculty, staff, and students
• Reduce reliance on legacy systems and manual processes
• Position the university for long-term digital and AI-enabled operations

3. Scope

In Scope

Phase 1 – Workday Platform

• Core HCM
• Benefits Integration to Cardinal
• Payroll Integration to the State
• Time Tracking and Absence
• Recruiting
• Core Financials
• Procurement
• Expenses

Phase 2 – Project X

• Adaptive Planning
• Prism Analytics
• Workday Learning
• Deferred modules and optimization initiatives
• Process refinement and reporting enhancements

Phase 3 – Workday Student

• Student records and academic structure
• Admissions integration with Slate
• Registration and enrollment
• Academic advising and program management
• Student financials integration

Out of Scope

• Custom development replicating legacy behavior without business justification
• Parallel operation of legacy systems beyond transition windows
• Independent system implementations outside governance

4. Governance Structure

Executive Sponsor

Chief Information Officer
Accountable for program success, scope, budget, and institutional alignment.

Executive Steering Committee

• Provost
• Vice President for Administration and CFO
• Vice President for Strategy and Chief of Staff
• Chief Information Officer

Responsibilities: Strategic oversight, decision escalation, resource prioritization, and risk acceptance.

Executive Stakeholders

• Associate VP Finance
• Executive Director HR
• Associate Provost & University Registrar
• Dean of Admissions & Associate Vice President

Responsibilities: Functional alignment, business readiness, and policy/process ownership.

Program Leadership

The Executive Sponsor also serves as Program/Project Manager overseeing end-to-end execution, vendor management, governance enforcement, risk management, and timeline accountability.

Workstream Leaders

• Human Resources: Beth Williams
• Finance: Julie Smith
• Payroll Lead: Kathryn Lunger
• Absence & Time Tracking Lead: Cheryl Langford
• Student Lead: Rita Dunston

5. Implementation Strategy

Principles

• Configure, do not customize
• Adopt leading practices where feasible
• Enforce governance and decision discipline
• Use evidence-based readiness gates
• Prioritize data integrity and identity governance

Approach

• Structured implementation with Avaap as implementation partner
• Parallel workstreams coordinated under centralized leadership
• Iterative configuration, testing, and validation cycles
• Formal readiness gates between phases

6. Readiness Gates

Execution is governed by formal gates with required evidence.

• Gate 1 – Program Initiation: Governance approved, staffing complete, implementation partner engaged
• Gate 2 – Design Completion: Process design approved, security defined, integrations validated
• Gate 3 – Build and Configuration: Configuration complete, integrations developed, migration validated
• Gate 4 – Testing Readiness: Test plans approved, environments stable
• Gate 5 – Go-Live Readiness: UAT completed, training completed, audit evidence complete
• Gate 6 – Post-Go-Live Stabilization: System stable, support operational

No phase proceeds without formal gate approval.

7. Roles and Responsibilities

• Executive Sponsor / Program Manager: Owns scope, execution, and institutional alignment
• Workstream Leads: Own functional delivery and SME coordination
• Subject Matter Experts: Define requirements, test, and validate outcomes
• Implementation Partner (Avaap): Configuration, implementation guidance, and technical delivery
• Internal Audit: Validates readiness evidence and compliance posture

8. Risks and Mitigation

9. Success Criteria

• Workday Platform operational across HR, Finance, and Payroll
• Project X capabilities enhance decision-making
• Workday Student replaces legacy student systems
• Legacy ERP systems decommissioned
• Users adopt self-service capabilities
• Audit readiness is continuous and evidence-based
• Reporting is real-time and trusted
• Institutional processes standardized and documented

10. Assumptions

• Executive leadership remains aligned
• Workstreams are staffed appropriately
• Implementation partner delivers per contract
• Foundational IT capabilities are in place
• Stakeholders participate in testing and training

11. Constraints

• Budget limitations
• Resource availability
• State integration requirements
• Academic calendar constraints
• Campus change fatigue

12. Timeline (High-Level)

• Phase 1 – Workday Platform: Defined by implementation plan
• Phase 2 – Project X: Begins after platform stabilization
• Phase 3 – Workday Student: Follows platform maturity and readiness

Detailed timelines are maintained in the program plan and governed through readiness gates.

13. Approval

This charter authorizes the Workday ERP Modernization Program and establishes governance, scope, and execution authority.

Executive Sponsor
Jonathan Piersol
Chief Information Officer

Date: August 12, 2026