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PeopleSoft Upgrades Best Practices. Tom Reznicek and Patrick Savage. Save the Date. APRIL 7-11, 2014 Sands Expo and Convention Center Las Vegas, Nevada. QuestDirect.org/COLLABORATE.

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peoplesoft upgrades best practices

PeopleSoft Upgrades Best Practices

Tom Reznicek and Patrick Savage

slide2

Save the Date

APRIL 7-11, 2014

Sands Expo and Convention Center

Las Vegas, Nevada

QuestDirect.org/COLLABORATE

COLLABORATE 14- Quest Forum is THE source for PeopleSoft roadmaps & news. It matters where you register! All PeopleSoft education and events run through Quest

agenda
Agenda
  • Introduction of Speakers and Emtec
  • Project Success
  • Project Shortcomings and Solutions
  • Open Discussion
slide4

Emtec… ‘Big enough to do the work, small enough to care’

Emtec the Company

Emtec Services at a Glance

  • Emtec has completed more than 1,100 Package Application engagements, including:
    • 200+ Oracle clients with more than 415 engagements
    • 206 EPM / Hyperion & OBIEE clients and 323 engagements
    • 186 Microsoft Dynamics and more than 255 projects
  • Emtec is a premier provider of SaaSand Emerging technologies consulting, including51 Salesforce Clients with more than 75 engagements, Including Sales Cloud, Service Cloud and Custom Cloud
  • Emtec has performed more than 6.3M hours of application development and maintenance work ranging from Business Analysis to Product Development
  • Emtec has served more than 565 Infrastructure services clients where we have:
  • Serving clients for over 46 years
  • 14 locations, including 8 development centers
  • Over 1,000 full-time professionals
  • Voted One of the Top 100 Places to Work by Cranes Chicago in 2012
  • Our consultants have an average of 14 years of experience. Nearly 45% have advanced certifications
upgrade projects
Upgrade Projects
  • Distribution Company
  • Professional Services
  • Professional Association
  • Financial Exchange
  • Financial Services Company
on time w ithin budget
On Time Within Budget
  • Kept a detailed project plan so people knew what was expected of them and when
  • Had regularly scheduled meetings to review plan, risks, and resolve issues
  • Kept upper management involved in project
final move to production on time
Final Move to Production on Time
  • Developed detailed task list for go-live weekend
  • Leveraged PeopleSoft Change Assistant
  • Had specific call-in times for progress reporting
  • Used production like hardware on the final test move to production to get accurate timing for the real move to production
latest user data security migration
Latest User Data Security Migration
  • Developed method to migrate permission lists and roles separate from user data
  • Created diagrams and client deliverable to explain security migration plan
trained two client resources
Trained Two Client Resources
  • Resources had PeopleSoft Upgrade experience but did not execute test scripts
  • Allowed upgrade weekend tasks to be split between 3 people
  • Documented manual steps
  • Documented common issues and resolutions
reduced data conversion time 72 hours to 42 minutes
Reduced Data Conversion Time (72 hours to 42 minutes)
  • Identified slow processes by running Application Engine tracing and data conversion steps report
  • Tech leads tuned slow processes
  • Multiple test moves to production
move to production completed on time
Move to Production Completed On-Time
  • Used job properties in Change Assistant to record time, file name, and issues
  • Let Change Assistant accept errors (i.e. duplicate keys) and clean after scripts run
  • Created go-live spreadsheet with pre and post steps
  • Bypassed some backups saving hours
knowledgeable team
Knowledgeable Team
  • Technically strong and larger than previous upgrade teams
  • Two Emtec resources to go to with concerns
  • Knowledgeable Emtec PeopleSoft Upgrade Specialist
  • Cyber Source configured without additional Cyber Source specific consultants
prepared microsoft sql server
Prepared Microsoft SQL Server
  • Turned off database logging before scripts started
  • Monitored database file size
  • Added memory to database server
  • Set maximum memory usage on database to allow for other processes on server
updated validated user guides
Updated/Validated User Guides
  • Guides consolidated multiple documents into one document per business area
  • Created process flow diagrams for requisition and PO entry
  • New testing documents for requisition and voucher approval, GL reports, and other processes
  • Created technical check printer setup document
minor post go live issues
Minor Post Go-Live Issues
  • Extensive testing:
    • Leveraged existing test scripts by updating menu navigation and business process changes for version 9.1
    • Last round of testing done on production hardware
    • End users involved in system and user acceptance testing
    • Testing “Cheat Sheets” were created for users
went live on time within budget
Went Live On-Time & Within Budget
  • Managed issues with Excel worksheet, included owner and resolution
  • Assigned close action, which identified resolutions required for production and how to apply to production
functional ch 2 6 steps completed quickly
Functional Ch. 2 & 6 Steps Completed Quickly
  • Functional users completed Ch. 2 tasks to reduce the number of transactions processed
  • Wrote SQL statements to perform validation checks before conversion
  • Identified Ch. 2 & 6 steps that had to be performed for A in test moves to production
test scripts not as usable as thought
Test Scripts Not as Usable as Thought
  • Review test plans and scripts upfront in project
  • Existing data and business processes that were not fully documented
  • Review any work already done
canadian payroll customization removed and later re added
Canadian Payroll Customization Removed and Later Re-Added
  • Verify removal of customizations with the business
applied large maintenance pack taking longer in production
Applied Large Maintenance Pack Taking Longer in Production
  • Keep more careful track of how much time it takes to apply large Maintenance Pack post-upgrade so more accurate estimate could be made
go live move to production fell behind in day 2
Go-Live Move to Production Fell Behind in Day 2
  • Escalate issues faster when processes run behind schedule
  • Document how performance issues will be investigated and have required tools ready
  • Do not apply new patches after last move to production
  • All hand-offs should be done by phone call and e-mail
longer testing than estimated
Longer Testing Than Estimated
  • Test check printing earlier for MICR and signature fonts
  • Test nVision reports earlier in process
  • Have Hyperion environment refreshed and ready for PeopleSoft testing
  • Test credit card transactions through to Cyborg
  • After initial install, test system while consultants on-site
  • Test on same operating system (64 bit) as production
open billing and payable transactions in database from 2001
Open Billing and Payable Transactions in Database from 2001
  • Identify open transactions early in upgrade process and clean up transactions before go-live
  • Run Ch. 2 tasks to identify open transactions to clean up
application engine jobs run manually instead of running change assistant
Application Engine Jobs Run Manually Instead of Running Change Assistant
  • Install PeopleSoft Change Assistant on Windows Admin Server
  • Workstation version does not allow for automatic processing of application engine jobs