ABAP • stands for Advanced Business Application Programming and is the computer programming language used by the company SAP.

as is • The current way Johns Hopkins conducts business.

Best Practice • A term used to identify a set of standard practices or procedures that have been proven to be highly effective in similar situations.

Blueprint • The detailed design document used to configure the SAP system, outlining decisions made by faculty and staff to standardize business processes and procedures for all of Hopkins in the areas of: finance; hr-payroll; supply chain (purchasing); and sponsored projects (grants).

BW • Business Warehouse—the name of a database that stores business information and other data from across the institutions. Users can access this information to run reports.

CATS • stands for Cross Application Time Sheet and is the method in SAP for entering hourly employee time for payroll purposes.

Coeus • Developed by MIT and named after the Greek Titan of knowledge, Coeus (pronounced ko'-ee-us), is the new program that thousands of Johns Hopkins faculty and staff will soon be using to prepare and submit grant proposals electronically. It’s designed to assist both the departments and the research administration offices with pre- and post-award management for sponsored projects by providing a tool for developing proposals and managing very detailed award information.

DSM • stands for Decision Support Manager and is a cost management tool used by various entities in Johns Hopkins Medicine. There will be multiple interfaces between this system and SAP.

end user • The term used for any individual targeted to receive SAP training and who will be doing part or all of their jobs using SAP.

ERP • Enterprise Resource Planning is a process by which an organization evaluates, modernizes and improves its business systems and procedures by installing an integrated business software package.

functional area • refers to one of the four business affected by the new SAP software at Johns Hopkins, which are finance, human resources/payroll, supply chain/purchasing and sponsored research.

functional team • A subset of people working on the HopkinsOne project who specialize in a particular area that the project will transform.

functional user group • Early on in the project, groups of likely users of the new software—functional user groups—provided feedback to the HopkinsOne project team. Some of the people who served on those groups may now serve on implementation teams.

G-30 • A group of roughly 30 leaders from across Johns Hopkins who help make decisions and provide guidance and feedback to HopkinsOne.

go-live • The date when the core functionality of the new system becomes active, which is currently scheduled for Jan 1, 2007.

implementation team • Early in 2005, each school, health care entity, or other distinct Johns Hopkins organization gathered knowledgeable people from within their organization to work hand-in-hand with HopkinsOne representatives. Known as “implementation teams,” team members work closely with HopkinsOne to carry out the changes that will result from the software installation. To find your team, see:
http://www.jhu.edu/hopkinsone/Secure_Private/WhosWho/index.htm

ISR • stands for Internal Service Request and is a generic term used for forms used to request such things as salary changes, creating a new position, hiring an employee, etc.

LVP • stands for Low Value Purchase and generally means any purchase under $2,500.

master data • Information that is shared across multiple business transactions and across all Johns Hopkins entities.

nuts and bolts sessions • These are sessions for managers and supervisors---taking place from July through mid-September 2006---to get detailed information on the user roles their staff have been assigned in the new system and what that means for staff in terms of doing their job and getting trained for the new system.

position • A group of duties and responsibilities requiring the work of one person full or part time.

process • The sequential flow of work activities that accomplish a desired goal.

PMO • stands for Project Management Office and refers to the group of managers who oversee and who are accountable for the day-to-day operations of HopkinsOne.

P-card • stands for purchase card and is a credit card used to make purchases for Johns Hopkins.

R/3 • is the name of the core SAP application where transactions are executed.

RICE Objects • are Reports, Interfaces, Conversions and Enhancements to the SAP system so that it will work seemlessly with internal and external systems.

SAP • The brand name of the ERP software package that Johns Hopkins will implement.

shared services• Separate internal entities within Johns Hopkins that will perform commonly used services, such as payroll, accounts payable, and benefits processing, and other functions to achieve economies of scale and standardized processes.

shopping cart • Equivalent to a requisition, the shopping cart is used to order supplies and services from vendors.

SMO • stands for Support Maintenance Organization, which is a centrally-located Johns Hopkins technical group that will be responsible for maintaining the new system after the HopkinsOne project ends.

SRM • stands for Supplier Relationship Management and is a separate module in SAP where the shopping cart is used to make purchases.

spending controls • A set of system warnings within SAP that will automatically notify and/or limit end users from overspending against their budgets.

system access• Determines which tasks an employee can accomplish in the system. It also determines what training an employee must take in order to perform those tasks.

vendor master • A list of approved vendors.

work flow•The electronic routing of approvals and reviews in SAP.

workforce transition • The process of transitioning people from the current way to the new way of doing things by giving employees the tools they need to accommodate the new software, processes, and procedures. Workforce transition activities include: identifying impacts to employees’ roles; matching employees to the correct security access; equipping managers with tools to orient employees; designing and delivering ‘just-in-time’ training; and aligning HR policies and procedures.