Below is a glossary of terms related to the Enterprise Project. These terms focus on project structure, processes and technology. If you need information on Workday terminology, please visit Workday Community to request an account and explore Workday system terminology.

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Displaying 1 - 28 of 28
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ADKAR is a research-based, individual change model that represents the five milestones an individual must reach in order to change successfully. ADKAR creates a powerful internal language for change and gives leaders a framework for helping people embrace and adopt changes. (

  • Awareness of the need for change
  • Desire to support the change
  • Knowledge of how to change
  • Ability to demonstrate new skills and behaviors
  • Reinforcement to make the change stick


Business Intelligence, Analytics and Reporting (BAR) refers to the Ohio State reporting service deliverables (currently eReports, Data Warehouse, Operational Data Store, etc.) that will be part of the Enterprise Project business transformation. The file from this link provides presentation slides with more detail. Additionally, a .pdf overview document is also available.

A detailed operational process flow that is part of an overall End-to-End Process (e.g., student registration, add/drop/swap and fee assessment/adjustment)

The Business Process Crosswalk shows how Workday functional areas correspond to Ohio State Finance System business processes.


Visualizing the ideal process without taking into account the current state. The clean sheet approach asks the question, “If you started from scratch, how would you design this process?"


Enablement refers to the technology, data analytics and support aspects of the Enterprise Project. The teams under Enablement include Technical; Business Intelligence, Analytics and Reporting; and Operational Design.

A high-level operational process flow (e.g., course registration).

An entire organization, such as The Ohio State University (including the Wexner Medical Center).

A tool used by the Enterprise Project team to track major project activities, meetings and events.

John Hrusovsky, the leader of the Enterprise Project.

Provost Bruce McPheron, Senior Vice President Geoff Chatas and Senior Vice President Susan Basso.


The Foundation Data Model is a multi-faceted classification system that allows users to attach common keywords, or “worktags,” to transactions. By labeling information with worktags that are shared between business areas (Finance, HR, Payroll and Student), the university can effectively report and analyze data. Access the FDM Overview page for more information.

The Enterprise Project’s functional areas are Finance, Human Resources and Payroll, Student and Enablement.


Human Capital Management often refers to human resource support and systems that encompass:

  • Personnel administration
  • Benefits administration
  • Payroll
  • Employee Self-Service
  • Service center


The process of creating a data feed to or from Workday into another system.


Examples of proven and emerging business practices to help institutions improve operations and enhance service delivery.


A level of business process transformation that will improve technical capability and cross-university data quality.


A level of business process transformation that will create new structures that change how the process/capability is sourced by and delivered to the institution.

 A level of business process transformation that will streamline how processes are executed to improve quality and timeliness.

OCM focuses on the people side of change. The team maximizes the positive effects of change and mitigates the negative effects of change by facilitating:
• Understanding of the change
• How quickly people adopt the change
• How many people adopt the change
• How effective people are after the change



Project directors provide strategic leadership for collections of Enterprise Project teams (Business Process, Enablement, Organizational Change Management, Project Administration, and Release Management).

Project leads, reporting to Project Managers, provide leadership for a specific business process area.

Project managers, reporting to Project Directors, provide day-to-day oversight and direction for teams, such as Finance, Stakeholder Engagement, etc.


Individual decision makers with shared responsibility for the success of the Enterprise Project. Sponsors communicate the project’s vision, legitimize a change effort and have, or delegate, authority to make decisions. Sponsors are generally leaders of highly affected stakeholder groups or business process owners.

A level of business process transformation that will change where work gets done within existing organizational structures.


A level of business process transformation that will create new processes or fundamentally change how an existing process works to improve outcomes.


A level of business process transformation that will change the roles and responsibilities of workforce segments critical to the process’s success.

Different teams that complete specific tasks all of which are required for a successful project. In the Enterprise Project, Student, Operational Design and Deployment are examples of workstreams.