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Best Practices in Upgrading PeopleSoft HCM and NA Payroll

Best Practices in Upgrading PeopleSoft HCM and NA Payroll. September 25, 2013 Jim Edgar Sr. Director Global HRIS and HR Shared Services. About Office Depot. Office Depot, Inc. is a global supplier of office products and services Based in Boca Raton, FL Founded in 1986

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Best Practices in Upgrading PeopleSoft HCM and NA Payroll

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  1. Best Practices in Upgrading PeopleSoft HCM and NA Payroll September 25, 2013 Jim Edgar Sr. Director Global HRIS and HR Shared Services
  2. About Office Depot Office Depot, Inc. is a global supplier of office products and services Based in Boca Raton, FL Founded in 1986 Approximately, $11 billion in annual sales Sales in 60 countries through company-owned operations, joint ventures, licensing and franchise agreements Approximately, 40,000 employees, 10,000 outside US Sales channels Retail stores Contract sales force eCommerce sites Outbound telephone sales force Inbound call centers Supported by a network of supply chain and delivery operations
  3. PeopleSoft HCM and NA Payroll at Office Depot Installed v.8.3 2002 Highly customized Upgraded to v.8.9 2007 User interface retrofitted to look and behave like v.8.3 State of application in late 2011 No bundles had been applied since 2007 Tax updates and critically necessary patches had been applied Hosted at in-house data center on unsupported hardware Many unresolved defects due to customization level Documentation of customizations was limited Unable to deploy enhanced delivered functionality due to customization level HRMS deployed in 18 countries and 13 languages Tax support ending in 2012
  4. Scope of Upgrade Project NA payroll capabilities for 2013 and beyond Data security support for confidential and legally protected data Outsource application hosting to an environment with service level standards to assure appropriate levels of on-going support Adopt delivered application as “Best Practice” to improve the efficiency and effectiveness of core HR and payroll processes Significantly decustomize application Align & standardize core processes across business and regions Provide a foundation to support additional future functionality and capabilities Implement by December 31, 2012
  5. Recruiting Talent Management Succession Planning Workforce Planning Compensation Planning Project Scope – Enabling the Foundation The PeopleSoft HR 9.1 upgrade addresses critical compliance issues, maintains Oracle support and provides a platform for future human capital management capabilities Technology Enablers HR Helpdesk (Case & Knowledge Mgmt) User Productivity Kit (UPK) Real time coaching on HR system and processes HR Analytics Supports multi-dimensional reporting and insights Core HR, Base Benefits, Payroll e-Performance (Exempt), Employee & Manager Self-Service Compensation Infrastructure Standardization & Operational Improvements PeopleSoft Application Tools Refresh – Security & Workflow In-scope for HR Upgrade Project Future Capability
  6. The Journey to World-Class for Office Depot HR / Payroll IT enablement for lowest service delivery cost 4 Move towards World-Class performance levels 6 Self-Service Portals Outsourced activities Centers of Scale (SSC) Leveraged Delivery Automate Centers of Skill (COE) HR / Payroll Upgrade Focus Standardize Standardize Reduce manual effort and errors Simplify Simplify 3 Specialized BU Delivery People Eliminate Eliminate Process Strategic Alignment Corporate Technology Reduce complexity & implement Best Practices across enterprise 2 Determine services needed, and delivery/management model to support strategic objectives 1 Deliver standard services through best service points 5 Enablers
  7. Project Governance
  8. Rapid Project Ramp Up HR Benchmark identified gaps and opportunities (2010) PS 9.1 Upgrade Project will leverage these outputs to drive HR and Payroll Fit-Gap in an expedited fashion Process designs will be leveraged with process owners to lock down global process and produce process documentation Analysis of existing modifications against delivered PeopleSoft 9.1 to enable best practice process and eliminate application complexity BPI Based Project Deliverables HR Transformation provided (Early 2011) Best Practices Gap Analysis for 10 HR functions Process Designs (Future State Level 1 and 2) Business Requirements High Level Business Case and Upgrade Options PS 9.1 Business Case & Roadmap provided (Late 2011) Assessment of current infrastructure and updated requirements Customization Analysis by HR and Payroll Modules Preliminary PeopleSoft Fit Gap Evaluation of solution alternatives Upgrade Roadmap and Detailed Scope Business Case
  9. Key Outputs of Fit Gap -> De-Customize & Standardize Strict prioritization and decision making required to realize the level of application de-customization we wanted to achieve. Best Practice Review (leverage last phase Module Overview Work Sessions (Fit/Gap) Project Advisory Board Final phase Sign-off Decision Tree: De-customize Standardize Process Move to Best Practice Sign-off Requirements Analysis
  10. HR Upgrade Schedule & Approach - 2012
  11. Hosted Demo DB Upgrade Testing Upgrade Planning Functional Upgrade CEMLI Upgrade Technical Upgrade Oracle Consulting Services used Production Elaboration Construction Transition Inception Planning Hosted Demo Delta Fit-Gap Upgrade Lab Upgrade Test Moves Customization Retrofit New Release Configuration Functional Testing UAT End User Training Move to Prod Office Depot Oracle
  12. Oracle Consulting Services used ASC enhanced upgrade reporting for PeopleTools Development Objects SQR Query ASC reports will accelerate your Upgrade delta fit gap Customization Retrofit activities CEMLI Benchmarking Hosted 9.1 Demo Functional Staff Aug Support Solution Center Upgrade (Lab) Application Upgrade (9.1) PeopleTools Upgrade (8.50) Customization Reapplies Batch Jumpstart Services Solution Center Upgrade (Onsite) Installation of New Release Upgrade Test Moves Go Live Support Upgrade Lab Remote Upgrade Test Moves CEMLI Upgrade CEMLI Upgrade CEMLI Analysis CEMLI Retrofit Testing Support Upgrade Go Live Support
  13. Oracle Managed Cloud Services Used Office Depot’s Choice For Running PeopleSoft HCM in the Cloud Massive Scale Singular Focus on the Red Stack Unique Connection to the Oracle Machine Certified Configurations Optimized Across Stack Advanced SIEM with predictive incident management Go-Live Center reduced post-go-live issues 54% Find one – fix many Early insights into patch releases Direct access to Product Dev for fastest issue resolution Immediate input on Development roadmap 5.5Mn business transactions per day 3.2Bn database transactions/hr World’s largest Oracle VM and Linux Grid 11+ petabytes of managed storage
  14. Lessons Learned – What worked Functional ownership of project – technology areas were key enabling partners Strong focus on documentation and design review Foundation for successful use of offshore development activities Efficient resolution of defects identified during testing Complete documentation of business, design, technical application requirements Strong project plan management with individual accountability at the line-item level (late start – moved from partner resource to internal) Functional participation in Systems Integration Testing provided early identification and resolution of defects Onsite liaison to facilitate offshore development activities allowed tight/integrated management of delivery schedule Dedicated testing manger, assured PMO and team focus on scheduling and defect resolution (HP Quality Center used) Cutover detailed planning and iterative testing contributed to better than anticipated delivery time (27 hours ahead of 72 hour schedule)
  15. Decustomization - How did we do? Upgrade Case Study By leveraging Oracle CEMLI Analysis Tools and Upgrade Services, Office Depot was able to achieve: 50% reduction in CEMLI object counts Over 40% reduction in CEMLI complexity Lower customization levels provide a foundation for easier roll-out of new product functionality and lower costs for future maintenance and upgrades.
  16. Decustomization - How did we do? Before Upgrade After Upgrade
  17. Lessons Learned – What could have been improved Do not defer upgrades until support is at risk Ensure that implementation partner firms have critical mass of resources to support project Decision to host externally should have been made prior to start of project – enabling full understanding and planning the mechanics of a hosted environment Project funding should be determined by staffing projections, not financial impact Process owners must have the knowledge, skills and proper time allocation
  18. How did we do? Project was delivered on schedule (30 days ahead of latest possible date) Project was delivered within budget contingency First payroll cycle processed without incident 87 post-go-live defects identified (2 critical, 5 high) 73 resolved within 14 days Remaining defects closed with 60 days Over 50 percent of customizations were removed
  19. Epilogue Implemented Oracle’s Application Managed Services (AMS) production support model Ramp-up took about four months Stabilization was much shorter than anticipated Live since June, currently operating within service level guarantees (Office Depot IT now primarily supports functionality enhancement projects) Applied six bundles accumulated during implementation and stabilization in a single project AMS support Testing was much cleaner than anticipated Implemented two more countries/two more languages Implemented Self-service Talent Profiles Enhanced Talent Acquisition processes with automation of offer and acceptance process and other additional functionality Decustomized an additional 10 percent of original customizations
  20. Questions
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