Transcript HEUG PowerPoint Template

Oracle HR Implementation
Best Practices
English Room
August 15, 2008
NCOAUG Training Day
Drury Lane – Hilton Suites
Oakbrook Terrace, IL
Mario C. Ellis
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Director Compensation & HR Systems
University of Chicago Medical Center
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Functional Project Manager for the Oracle HRMS
application at the University of Chicago Medical
Center.
20+ years experience, has re-engineered legacy
business processes from mainframe technology to
client/server relational systems
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Overview
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Challenge to implement Oracle HR application
Limited budget and resources
Lack of a dedicated Project Manager
Mandate from senior management
Implement a fully functioning application
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Manager self-service
Compensation Workbench.
No customizations
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Coming from a customized legacy system
Intensive paper driven processes
Limited consulting resources
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Agenda/Contents
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Background
Decisions Made
Overall Objectives
Challenge
Lessons Learned
Summary
Questions
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University of Chicago
Medical Center
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At the forefront of medicine for
more than 75 years--delivering
extraordinary care to patients
from all parts of the world. 2nd
largest medical center in Chicago.
U.S.News & World Report named
UCMC to the prestigious Honor
Roll of America's Best Hospitals-the top 18 hospitals in the nation.
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Oracle Applications Implemented
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Oracle eBusiness Suite 11.5.10
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Core HR
Manager Self-Service
Employee Self-Service
Compensation Workbench
Performance Management
Supply Chain
iExpense
iProcurment
Learning Management
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Background
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Background
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The initial project began as a full
install of the Oracle Supply Chain,
Finance and Human Resources
modules in 2001.
The initial project identified over 400
gaps for all applications, resulting in
high cost estimates, expanded scope
and delay in implementation.
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Background
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UCMC reassessed the project to reduce the
scope and stay within budget. As a result
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Scope reduced to implement Supply Chain
Scope reduced to implement limited HR and Finance to
support Supply Chain
Supply Chain phase went live in June 2003,
on-time and budget.
HR, Payroll and G.L. modules were to be
scheduled for future implementation.
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Background
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The success of the initial project
resulted in cost savings for
materials management - however
limited project budget remained –
approximately $1 Million
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Background
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Concerns from initial project
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Management was not convinced that the
remaining Oracle applications were necessary
The HR department lacked the talent and
expertise to provide key sponsorship and
decision making for the project
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Background
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UCMC was still faced with the following challenges
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The hospitals has more than 6,000+ employees, with staff as the
largest expense
Difficult to obtain accurate and timely employee information
Lack of reporting tools hinders the ability for management
reporting
Disparate systems do not allow for workflow or integration of
data
Inability to efficiently support accreditation/compliance reviews
Changes in employee information was time consuming and paper
intensive
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Background
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Heavy reliance on Third Party Vendors to
provide needed business functionality
The hospital had a need for a “true” HRIS
application
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Information maintained in multiple spread sheets,
Access Databases, and “shadow systems” that were not
integrated
No one source of “truth” for reporting
Legacy system was a “payroll” system and did not allow
for the necessary storing and reporting of needed HR
related data
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Decisions Made
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Decisions Made
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A new VP of Human Resources was hired,
who also hired more experienced staff
A fit gap analysis was conducted in June
2005
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Validated need to implement Oracle HR (payroll
would be a separate project)
Helped to structure the scope, project team, project
methodology and deliverables based on internal
resources and remaining project budget
Project approved in fall of 2005 and work began June
of 2006
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Overall Objectives
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Overall Objectives
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Implement Core HR functionality
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Integrate with Oracle Learning Management,
Supply Chain and Legacy Financial applications
Restructure work elements – Job,
Positions, Grades and Benefit Groups
Improve automation of Union
Contracts including Grade Step
progression
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Overall Objectives
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Introduce a phased rollout of Self
Service applications for managers
Institute Merit Award Distribution
through Oracle Compensation
Workbench
Institute a Directors Incentive Plan
Distribution through Oracle
Compensation Workbench
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Challenge
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Challenge
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Meet the Overall Objectives with:
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Limited IT and HR staff resources, especially
with extensive Oracle experience
No dedicated Project Manager
Need to upgrade platform of HR applications
while other Oracle applications (excluding
OLM) remained on current platform
Budget remained at approximately $1 million
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Expected State after
Implementation
BIS/Customer Access Discover (Roll-Out at Module Level Available)
Budgeting
Balanced Scorecard
Capital Budget
iRecruitment
Kronos
Cash Management
Compensation
Purchasing
Payroll
Workbench
Inventory
Payable
Learning Management
Accounts
iSupplier
Agency
iProcurement
Fixed Assets
Mobile
SC
P-Cards
iExpense
EDI
HR Self Service
Human Resources - Employee & Hierarchy for Approval Routing
General Ledger - Accounting Structure Foundation
In Production
To be Implemented
UCMC Licenses
Additional Products
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Lessons Learned
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Lessons Learned
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Must Have Senior Management
Commitment:
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Developed Steering Committee that provided overall
project governance, budget oversight and were actively
involved in project planning
Senior Management committed to making quick
decisions
Senior Management was committed to allowing funding
to be spent creatively to meet project objectives
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Lessons Learned
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Must Have Dedicated and “Skilled” Project
Team:
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Team members must be flexible enough to wear more
than one hat effectively
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No dedicated PM resulted in shared responsibility between
UCMC IT, HR and acquired consulting services
Subject Matter Experts are Key
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Departments filled analyst roles as needed
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Results in strong ownership of final solution
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Lessons Learned
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Must Have Dedicated and “Skilled”
Project Team:
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Ensure team is fully integrated
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Improves final product
Avoids silos
Enhances communication
Team members must be able to think outside
the box BUT within the application to make
choices without customizations
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Lessons Learned
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Must Have Dedicated and “Skilled” Project
Team:
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Team members must be provided sufficient training
(preferably in-house) during key phases of the project
Use consultants wisely
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UCMC engaged 3 consulting firms based on need and budget –
Oracle being the prime
Consultants were used in initial phases then disengaged before
final phases
Important that knowledge is transferred to staff
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Lessons Learned
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Lessons Learned
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Must Have A Strong and Proven Project
Methodology:
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UCMC utilized a unique project structure
allowing for three successive projects to run at
once
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Platform Upgrade
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Integration into Oracle Learning Management
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HR Implementation
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Lessons Learned
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UCMC followed basic System Lifecycle
Development methodology in addition
to Oracle AIM for Business Flows
(Healthcare) and AIM Phases,
Definition and Elaboration
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Lessons Learned
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Lessons Learned
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Must Manage SCOPE:
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Focus on core issues deferring “wish list items”
Senior Management must make the hard
decisions to change and be able to say “NO”
Do Not concede to the 20% of the 80/20 rule
Understand the scale of 1-10 philosophy
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A “5” is always better than a “2”
No need to always shoot for a “10”
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Lessons Learned
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Must Manage SCOPE:
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Get key decision makers involved in
requirements gathering
Validate requirements
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Trust but VERIFY
Key message to stakeholders “Vanilla” is good
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Lessons Learned
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Allow application “best practices” to govern
new technology onto current
business process Strapping
processes will negate the value of the
technology !!!
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Lessons Learned
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Must Manage SCOPE:
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No customizations - We like the word “Extensions”
Customizations
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Lessons Learned
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Must Manage SCOPE:
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Oracle Developed a “RICE” list (Reports,
Interfaces, Conversion and Extension)
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Used to identify and manage requirements
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Clearly defines what type of requirement
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If an item was defined as a gap it was removed and
considered out of scope
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Lessons Learned
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Must Follow Project Plan:
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UCMC used a phased approach
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Core foundation applications rolled out first followed
by specialty applications such as Compensation
Workbench and Self Service
Recommended for in-house implementations that are
low on resources and can be spread over an
extended time
Regular meetings with entire team is critical
Communicate potential risks EARLY
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Lessons Learned
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Must Follow Project Plan:
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Set overall project timeline at the beginning of
the project
Use project plan versioning as each phase
progresses
Track project deliverables in one week cycles
with team reviews on a regular schedule
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Lessons Learned
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Test Often:
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Since UCMC used Oracles Accelerator
methodology
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Testing was a natural progression of the process
Conference Room Pilots were used to validate
results of testing
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Lessons Learned
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Test Often:
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UCMC utilized HR constituents as part of the
testing and CRP sessions (Very Important)
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Able to manage expectations company wide
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Minimizes the “squeaky wheel”
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Acquire buy-in before roll out
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This became the official HR core “user group” to be
used for subsequent HR implementations and pilots
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Lessons Learned
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Test Often:
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Do Not overlook parallel testing to validate:
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Migration of configurations and code
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Time required for cutover
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Execution of conversions and interfaces
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User interaction in real-life situations
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System performance
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Comparison of results with production
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Uncovers issues with system, training or communications
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Lessons Learned
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Follow a formal Change Management
Process :
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Follow change control process for changes to scope,
overall timeline or budget
Follow a formal Risk Management Project
review Process
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Building in reviews of large deliverables as they are
worked on will confirm approach across the entire team
and measure progress
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Lessons Learned
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Communicate, Communicate,
Communicate
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Bring project team together on a regular basis
Hold multiple design sessions with key stakeholders
in attendance
Distribute meeting minutes for full team review not
just to those in attendance
Develop a communication plan for internal project
members, management and external users
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Lessons Learned
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Timing is Everything
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If this would have remained a part of original 2003
implementation it would have failed
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Lack of HR expertise
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More customizations
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Would have been considered a lower priority than supply chain
The success was due to HR being the only application
implemented in 2007 within Oracle eBusiness Suite
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Summary
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Summary
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Implementation was on time and under
budget
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20% was returned to project contingency
Core HR live in March 2007 with limited Manager SelfService
Compensation Workbench live in June 2007
The components that were rolled out to
UCMC employees was received favorably
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Over 6000 users impacted
Over 110 departments impacted
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Summary
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Core implementation created a solid foundation and
methodology for further implementations
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Online Performance Management (2008)
Increased Manager Self-Service (2008)
Employee Self Service (2008)
Payroll (2009)
General Ledger (2009)
The implementation fostered a strong and
successful working relationship between UCMC HR
and IT
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Questions?
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Contacts
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Mario Ellis
Director, Compensation & HR Systems
University of Chicago Medical Center
E-mail: [email protected]
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