University of California UCPath Project Orientation and Design Session Kick-off

Agenda

• • • • • • • Project Goals and Objectives Project Scope Project Structure and Governance Project Ground Rules Project Timeline Next Steps: Process Design Questions and Answers

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Project Goals and Objectives

Mission: To achieve sustainable long-term cost savings and improve service quality through more effective and efficient business processes, improved technology, and a new approach to HR/APO and payroll service delivery.

Vision: Administrative excellence at a level on par with UC’s academic enterprise.

• • • • Implement modern technology and tools for managing UC’s workforce Simplify and standardize HR, Payroll, and Academic Personnel administrative processes Improve efficiency and service quality through new approaches to service delivery Achieve long-term, sustainable cost savings

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Guiding Principles

 Achieve sustainable long-term cost savings by standardizing and simplifying common business processes and technology infrastructure across the UC system.

 Provide enhanced service delivery with increased efficiency and improve UC’s ability to respond to changing business and reporting needs.

 Begin to show benefits as soon as possible.

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Project Scope

Implement Enabling Technology Streamline and Standardize Processes Centralize Transactional Activities

Future State Payroll and HR Service Delivery

Higher Quality More Efficient Lower Cost

• • • Replace PPS with Oracle’s PeopleSoft payroll and HR systems.

Standardize and streamline all related payroll and HR/APO business processes UC-wide.

Centralize transactional payroll and HR/APO processes to be more efficient, higher quality and less costly.

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Project Scope and Phasing

/ Campus / • • • Campus / Medical Center Systems Medical Center Systems • Data Warehouse HRMS Payroll System

Integrated Portal

Time & Attendance

Health & Welfare integration and selected HR functionality expansion

Data Warehouse

Phase 3 Phase 2

GL Integration

Phase 1 6

• • • • • •

When This Project is Complete…

There will be a single payroll and HR solution for all UC employees.

Employees will have access to their information and be able to make changes using online self service.

Dedicated customer support staff will provide accurate and timely information by phone, email or chat.

Payroll processing will be real-time, automated, efficient and accurate.

HR, payroll and academic personnel transactional processes will be simplified and consistent across all UC locations.

UC will deliver higher quality payroll and HR services at a substantially lower cost.

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Project Structure and Governance

Executive Project Sponsor Executive Steering Team Project Director Change Control Project Management Office Practices Board Central Project Teams Standardized Process Designs Testing Data Conversion Process Management Management Workgroup Local Project Teams Execution & Escalation of Issues Strategy Approach Methodology Coordination

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Central/Local Resources & Activities

Central Resources & Activities Local Resources & Activities

•

Central PMO

– – – UC Project Manager Oracle Project Manager PMO Team •

Implementation Lead

– – – – Planning & Business Requirements Lead Configuration and Development Lead Data Lead Testing Lead •

Technology Lead

– – – – – – Enterprise Architect Data Architect Shared IT Services Manager Identity & Access Management Lead Migration Lead •

Change Management & Communications Lead

Training Lead •

Local Leadership Team

– – HR/APO Leadership – Payroll Leadership IT Leadership •

Local PMO

– – – PMO Project Manager Project Coordinator Communications Lead •

Planning & Requirements

– – – HR/APO Subject Matter Experts (SMEs) Payroll SMEs IT SMEs •

Configuration & Development

– – Functional SMEs Technical SMEs •

Data Clean-up

– – Functional SMEs Technical SMEs •

Interface and Conversion

– – Functional SMEs Technical SMEs •

Testing

– – Functional SMEs Technical SMEs

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Shared Technology Services Group

Supports Technical Project Efforts

Shared Technology Services Group Linked directly to the Project Management Office and ITLC. Operational responsibility for technical architecture, technical operations, migrations, interoperability, interfaces, and data management. Supports technical aspects of testing and data conversion/cleansing.

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UCPath Delivery and Design

Parallel Effort and Activities

Input from Service Management Work Group Service Delivery Design Team Input from Service Delivery Design Team Linked directly to the Project Management Office and Management Workgroup. Develops the recommendations for the Payroll/HR/APO functions and processes to be performed within the UCPath Center and the detailed design of the UCPath Center organization.

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Project Structure and Governance

Executive Project Sponsors Peter Taylor, CFO Nathan Brostrom, EVP – Business Operations Executive Steering Committee Monir Ahmed – UCM Susan Carlson – UCOP David Ernst – UCOP Steve Relyea – UCSD Christina Valentino UCSC Gretchen Bolar – UCR Ron Cortez – UCSB John Meyer – UCD Dan Sampson – UCOP John Wilton - UCB Wendell Brase – UCI Dwaine Duckett – UCOP Jack Powazek – UCLA Barrie Strickland - UCSF Management Workgroup Project Management Office Mike Allred – UCD Mike Baptista – UCOP Karl Heins – UCSB Don Larson – UCSD Pat Price – UCI Dan Sampson – UCOP Peter Woon – UCI MC Rich Andrews – UCI Dave Curry – UCLA Sheryl Ireland - UCM Char Moreno - UCSC Jeannine Raymond – UCB Nancy Tanaka - UCOP Allison Baird-James – UCLA Gwen Lake – UCLA MC David Odato – UCSF Chuck Rowley – UCR Paul Weiss - UCOP

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Project Structure and Governance

Practices Board APDs – Cindy Doherty, Cynthia Leathers, Pat Price, Pamela Peterson CHROs – Tom Leet, Jeannine Raymond, Mark Speare, Marilyn Voce Controllers – Mike Allred, Allison Baird-James, Don Larson, Delphine Regalia, Peter Woon Change Control Board Sue Abeles (Payroll), Lubbe Levin (HR), Nancy Tanaka (APO), Paul Weiss (IT) Project Management Office Anthony Lo, UC Project Director Doug Johnson, Oracle Project Director

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Mission: To achieve sustainable long-term cost savings and improve service quality through more effective and efficient business processes, improved technology, and a new approach to HR/APO and payroll service delivery.

Vision: Administrative excellence at a level on par with UC’s academic enterprise.

• •

Maximizing Efficiency and Effectiveness

To drive a lower long-term cost of ownership, we will implement software as one standard UC configuration and change our processes to fit whenever possible.

All locations will have the same processes for HR, payroll and academic personnel. For all locations: • • Data definitions will be the same Policy implementation will be the same • • •

Transformational Change

Past practices will not dictate future practices.

Where efficient and effective, we will centralize transactional processes.

If a desired process change is not aligned with existing policy, we will examine the policy and take action to change it if viable.

• •

Maintaining Strong Momentum

We will maintain strong momentum and a sense of urgency in order to achieve benefits quickly.

All locations will have an internal project governance structure that enables timely decisions, communication and execution of project deliverables.

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•

University-Wide Objectives and Outcomes

As governance body or project team members, we will: • Put the interests of the entire University first • • • Consider issues from local, functional and systemwide perspectives Be open to alternative approaches and new ideas Be advocates for the project objectives at our locations, among our peers and on behalf of the University • • •

Teamwork

We will make decisions, complete homework and provide input within agreed-upon schedules.

We will make decisions quickly, recognizing that at some point debate must be concluded.

We will not always agree, but we will support the decision that is made. •

Communication

We will communicate honestly, actively and transparently with: • Our project team members • • Our functional peers systemwide Our colleagues and stakeholders locally • Our local and systemwide leadership

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Project Timeline

2011 Mar Sep Training Oct Nov Dec Jan Integration and Conversion Strategy Design Sessions Feb Apr May Configure Application Functional Designs 2012 Jun Jul Aug Sep Oct Nov Dec 2013 Jan HR/APO SMEs Payroll SMEs Mostly Functional Activities * Mostly Technical Activities * Project Teams & Activities

* Each Key activity will be led by UC and Oracle experts from PMO

Technical Designs (Conversions, Interfaces…) Build & Unit Test (Interfaces, Conversions...) Prepare SIT Scenarios Payroll Parallel Testing System Integration Testing (SIT) Update Business Process Maps User Acceptance Testing Data Mapping for Conversion Data Cleanup Performance Testing End User Training Cutover Prod Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Month 13 Month 14 Month 15 Month 16 Month 17

Organizational & Personal Features of Change

Future State Realizing Designing

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Shared Vision for Change

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Organizational Readiness

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Change Strategy

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Communication

•

Culture & Behaviors

•

Executive Sponsorship

•

Individual & Team Development Leading Beginning Exploring Ending Current State Organizational Personal 17

Change and Communication Management

• • • Managing the people side of the project Each location will have a communications contact Project teams will participate actively in change efforts and activities • Initial framework and strategies under development • ― ― ― ― Framework will: Be iterative Solicit input from all levels and locations Adjust to support unique location culture and needs Welcome members of various location teams

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• • • • • • •

Need Information?

Working Smarter Website Project communication contact at each location — working closely with local communication team Local communication team will develop communication plan to support their campus or medical center Straightforward and timely information for changes that impact work processes, jobs, roles and organization Weekly updates for project team posted to SharePoint Email listserv for stakeholders to ensure up-to-date information on project status, issues and next steps News stories at milestones http://workingsmarter.universityofcalifornia.edu/projects/payroll-personnel-system/overview/

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Next Steps: Process Design

• • • • • • • • HR, APO, Payroll experts from each location Sessions begin Tuesday, October 11 Initial design sessions run through mid-November 3 Days a week (Tuesday, Wednesday, Thursday) In locations near UCOP offices in Oakland Goal is to identify standard UC business processes for initial configuration values Teams will review UC business processes and standard processes This is NOT the only time we will conduct design sessions, process will be iterative

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Next Steps: Process Design

• • • • • • • Review the design calendar and schedule Come to sessions with an open mind Ask questions if you have them Bring your experience and knowledge Come with a clear view of how things are done today Be ready to embrace new ways of doing things Be prepared to provide communication to your location as well as the central project team

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Questions?

You may also send questions or offer input by sending email to: [email protected]

http://workingsmarter.universityofcalifornia.edu/projects/payroll-personnel-system/overview/

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