NextGen Workday project remains 'critical' as trustees demand clearer roadmap and faster decisions
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Summary
Auditors and consultants told trustees the Workday NextGen implementation remains an overall 'critical' risk because multiple parallel projects (CRM, identity/access, data architecture) could compound failures; trustees pressed for prioritized scope, faster decisions and a June progress update.
Mike Cullen of Baker Tilly told the Minnesota State Board’s Committee of the Whole that, while the Workday student module shows progress, the overall NextGen program remains an "overall critical risk," driven by several parallel projects that must be integrated to succeed.
The review, introduced by Chief Audit Officer Amy Jorgensen, said the Workday student functionality is in a relatively strong position but warned that devices such as a new CRM, an identity and access management system, and modern data architecture are still being chosen and scheduled. "When you start to combine all that together, that's what's really driving up the overall risk to Minnesota State," Cullen said, adding that compounding risks can create costly, time‑consuming failures if recommendations are not implemented.
Why it matters: The board learned that the project's complexity, interdependencies and resource constraints — people, funding and organizational change management capacity — mean decisions delayed now can magnify problems later. Audit and consultant recommendations prioritized three areas: (1) speed and effectiveness of decision‑making; (2) a finalized enterprise roadmap aligning all companion projects; and (3) targeted resource alignment for finance and organizational change management.
The board pressed management on whether labeling the project "critical" at every review weakens that rating. Trustee Sowell said he was concerned about overuse of the term; Cullen and Jorgensen said the designation is deliberate to communicate urgency and the domino effect of unresolved decisions. "The pieces all have to fit together in order to make the student rollout ultimately successful," Cullen said.
Management response and next steps: Vice Chancellor Bailey and Chancellor Olsen said they are moving to speed decision cycles through weekly governance meetings and added project resources. Bailey reported that the CRM RFP and identity/access vendor selection are advancing and that Campus Works and new NextGen staff are helping address recommendations. The auditors plan to return with a follow‑up review in June.
What remains unresolved: Trustees sought clarity on which companion projects could be postponed versus which must be in place at go‑live. Management said prioritization work is ongoing and that more definitive vendor/timeline information will be available by June. The committee did not take a formal vote on policy or program changes during the meeting.
The committee recessed for a brief break before proceeding to a separate policy audit.