Post on 12-Mar-2018
UC San D iego jo ins the UC sys tem on the path toward admin is t rat ive exce l lence and e f f i c iency
UC Payroll, Academic Personnel, Timekeeping & Human Resources
(UCPATH)
03 April 2012
AG
END
A Overview
• Project Team Introduction
• Project Background & Goals
• Project Approach
UCPath System Implementation (PeopleSoft/Campus Apps & Tools)
• Timeline
• Technology Update
• Integration Strategy
• Future State
• Implementation Plan
• Next Steps
UCPath Center
(Shared Services Center)
• Timeline
• Status Update
• Escalation Model
• Campus v. Center v. UCOP Roles & Responsibilities (High-level)
• Shared Services Center Components
• Next Steps
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Wrap Up/Open Discussion
• Other Sources of Information
• New Blink Site
PROJECT TEAM INTRODUCTION
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Structure & Governance
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Executive Sponsors
Executive Steering Committee
Management Workgroup
Peter Taylor, CFO Nathan Brostrom, EVP – Business Operations
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
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
Shared Services Delivery Design Team Mike Baptista – UCOP Pat Price – UCOP Cathy Shoenfeld- - UCSC Karen Hull – UCD Kristina Larsen – UCSD Cynthia Leathers - UCSF
Jeannine Raymond – UCB Nancy Tanaka – UCOP Lubbe Levin – UCLA Marilyn Voce – UCR Mark A. Speare – UCLS MC Monir Ahmed - UCM
Allison Baird-James – UCLA Pamela Peterson – UCSC Reid Hollyfield – UCSD MC Tricia Hiemstra - UCSB
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Structure & Governance
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UCOP Project Management Office
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
Anthony Lo, UC Project Director Doug Johnson, Oracle Project Director Functional leads IT, communication, change management and other support staff Consultants
Change Control Board Sue Abeles (Payroll), Lubbe Levin (HR), Nancy Tanaka (APO), Paul Weiss (IT)
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Structure & Governance
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UCSD Executive Sponsors UCSD Management Team
Gary Matthews Vice Chancellor Resource Management & Planning
Ed Babakanian Medical Center Chief Human Resources Officer
Steve Relyea Vice Chancellor External & Business Affairs
Paul Craig Medical Center Chief Human Resources Officer
Suresh Subramani Executive Vice Chancellor Academic Affairs
Reid Hollyfield Medical Center Controller
Vacant Medical Center Chief Executive Officer
Kristi Larsen Assistant Vice Chancellor Academic Personnel
Don Larson Assistant Vice Chancellor & Controller
Tom Leet Assistant Vice Chancellor & Chief Human Resources Officer
Min Yao Assistant Vice Chancellor & Chief Information Officer
Structure and Governance
UCSD Program Management Office UCSD Core Implementation Team
Antoinette Hock Program Director
Courtney Morris Medical Center Compensation & Benefits Director
Chakri Bokka IT Manager/Project Manager
Kelly Maheu Academic Personnel Compensation Director
Don Portugal Medical Center Business Applications
Ray Rodriguez Staff Human Resources Compensation Director
Pearl Trinidad Payroll Director
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Additional UCSD resources support the implementation teams such as extended subject matter experts
(SMEs) and VC HR contacts
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BACKGROUND AND GOALS
Why a PPS Replacement Initiative?
• PPS is almost 30 years old and no longer meets the highly complex and evolving operational needs of the University.
• There are 11 different variations of PPS in use today throughout the University, which are costly to maintain and support.
• The limitations of PPS drive workload redundancy and process inefficiency.
• UC needs to become more efficient in the HR/APO/payroll/timekeeping operations that support its approximately 185,000 employees.
• Ratio of HR and payroll staff to the number of employees served is higher at UC than at 90% of other organizations according to benchmark data.
• PPS must be replaced in order to streamline and standardize payroll and HR operations
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There are great opportunities for improving payroll and HR services by deploying new technology, streamlining and standardizing processes across UC, and eliminating duplication of effort by centralizing transactional activities.
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PPS is More Than Just a Payroll System
PPS is highly customized with a broad spectrum of functionality that is not typically integrated in one system. Replacing PPS with a modern system means disentangling the parts.
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PPS today is a single system that performs many different functions. When replaced, there will be separate modules for HR, Timekeeping, Benefits and Payroll as part of PeopleSoft. There will also be integration between Payroll and campus financial systems.
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Why a System Wide Shared Services Center?
• The UCPath Center will help UC more fully realize the goals of UCPath, which include:
• Delivering service with increased efficiency, accuracy, and quality
• Achieving sustainable long-term cost savings by standardizing and simplifying common business processes and technology infrastructure system wide
• Improving UC’s ability to respond to changing business and reporting needs
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UCPATH and UCPATH Center Goals
Implement Enabling
Technology
Centralize Transactional
Activities
Streamline and
Standardize Processes
Future State of 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 within a Shared Services Center.
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UCPath Will Provide Key Functionality in One System wide Solution
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Keys to Success B
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• Organization Readiness/Willingness to Change Major change requires extraordinary commitment, patience and some hard decisions.
• Scope Management Changes to the project plan or system will be made sparingly and collaboratively with careful consideration of tradeoffs.
• Speed of Decision Making This project will need to maintain significant momentum, resolving issues efficiently and effectively. While broad input will be needed and sought, committee consensus with extended deliberations will not always be possible.
• Vendor Management Oracle will play a critical role during implementation and in ongoing operation of the hosted technology platform. Both Oracle and UC will need to be diligent about their respective accountabilities, including service quality and issue management.
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When UCPath is Complete… B
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• There will be a single payroll and HR solution for all employees UC-wide.
• Employees will have access to their information and be able to make changes via 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.
• Consistent, quality data will be readily available to improve analytical reporting, and decision making
• UC will deliver payroll and HR services at a substantially lower cost than today
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PROJECT APPROACH
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Phased Implementation
• Phase 1: Implement HRMS, Payroll and GL integration solutions, replacing PPS “must have” functionality as well as improving core human resources and payroll processing capabilities.
• Phase 2: Implement system wide time and attendance capability, significantly reducing business process redundancies, shadow systems, and paper processing.
• Phase 3: Achieve end-to-end integration and consolidation, with expanded HRMS functionality, a UC-wide portal facilitating access to all systems, and a human resources/payroll data warehouse supporting analytics and decision support
At this time, focus is phase 1
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“Waved” Technology Rollout
• Implementation will take place in several waves made up of small groups of campuses/medical centers.
• Each wave is able to execute more efficiently and effectively by building on the experience and lessons learned in the previous wave.
• The “wave” approach:
• Manages risk
• Builds momentum
• Provides proof of success
●UCOP
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Work Streams
Interactions/Change and Transition planning
Facilities and space planning
Infrastructure requirements and planning (desk tops, printers, etc.)
Facilities and Infrastructure
Roles/Staffing and Training
Technology (specifically for SSC)
Technology needs assessment
Technology requirements
Technology planning and selection
Interactions model development (who does the work, where)
Change management Transition plans to
shift the work and the people
Job Descriptions - requirements and skills
Staff levels and recruiting strategy
Learning/Training needs for staff
Curriculum design
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System Design and Business Processes
Project web site creation
Communication materials
Project updates
Communication and Change Mgmt
System Integration Service Delivery Model Design
Functional representation for system wide shared services center
Functional representation for the design of PeopleSoft HCMS
Technical infrastructure and architecture development
Inventory of current campus systems
Development of conversion program
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Work Breakdown Structure (Draft)
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UCPath
Phase 1
Oracle On-Demand HCM/Payroll/HR
Analytics
Configure & Build
CRP
Test
Sys Integration
Performance
User Acceptance
Payroll Parallel
Transition & Go-live Campus Systems,
Applications & Tools
ODS
Tier 2 Applications
Tier 3/Data Warehouse
Shared Services Center
Blueprint
Planning-Staffing, Facilities, Change Mgmt, Transition
Technology Acquisition
Interactions Model
Training
Implementation
Phase 2 Phase 3
UCPATH IMPLEMENTATION (ORACLE ON DEMAND AND CAMPUS TECHNOLOGY PROJECTS)
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Phase 1 Timeline – All Waves
Wave 1*: UCLA, UCLA Health System, UCM, UCSC, UCOP Wave 2: San Diego, TBD Wave 3: TBD * Shared services center created in Wave 1
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Integration Guiding Principles
• Reduce or eliminate the amount of dual entry between PeopleSoft and other systems
• Ensure that the business requirements are met by allowing well-defined integration of internal and 3rd party systems to PeopleSoft
• Facilitate meeting the vision and requirements set by the UC PeopleSoft implementation program, including an integration architecture that serves as a foundation for the system into the future
• Facilitate the streamlining and standardization of current processes and business practices.
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Interface Consolidation
Consolidated Integration Architecture
Consolidated Current State Future State
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Eighteen Becomes One
Tier 1 Interfaces: Tier 2 Interfaces: Tier 3 Interfaces:
Any system, application, process or business dependency that relies on directly using or connecting with UCOP PPS data or functionality.
Any system, application, process or business dependency that relies on directly using or connecting with ACT systems level data or functionality.
Any system, application, process or business dependency that relies on directly using or connecting with the ACT Data Warehouse or any campus department shadow system
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Interface Definitions & Update
Our objective is to provide a Data Warehouse with Payroll/HR data that closely resembles what is available today and to make the information accessible in a similar way as in the current state. However there will likely be some data changes based on business process re-engineering, which will in turn change the type of data captured and propagated.
Catalog Existing
State
• Existing
Apps/Systems
• Existing Interfaces
to/from PPS
1
Project Management
2 3 4 5 6
Technical Implementation Plan
Map to
Future
State
Recommend
Integration
Strategy
Effort
Estimation
Design
and
Build
Analyze
Existing
State
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UC
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Technical Implementation Plan
Project Management
2 3 4 5 6
Technical Implementation Plan
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UC
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Technical Implementation Plan
Analyze Existing State
• Determine interfaces common to
multiple institutions
• Consolidate
• Determine Retain/Retire/New
2 3 4 5 6 1 Catalog
Existing
State
Map to
Future
State
Recommend
Integration
Strategy
Effort
Estimation
Design
and
Build
Project Management
Technical Implementation Plan
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UC
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Technical Implementation Plan
1 2 3 4 5 6 Map to Future State
• Application/System Replacement
Mapping
• Future list of interfaces
• Recommended Integration
technology for each interface
• Future State Enterprise Integration
Map
Catalog
Existing
State
Recommend
Integration
Strategy
Effort
Estimation
Design
and
Build
Analyze
Existing
State
Project Management
Technical Implementation Plan
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UC
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Technical Implementation Plan
1 2 3 4 5 6 Recommend Integration Strategy
• Planned Integration Tools for project
• Technology options – when to use
• Implementation Wave Sequencing for
interfaces
• Roles and Responsibilities
Catalog
Existing
State
Map to
Future
State
Effort
Estimation
Design
and
Build
Analyze
Existing
State
Project Management
Technical Implementation Plan
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UC
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Technical Implementation Plan
1 2 3 4 5 6 Effort Estimation
• Determine Build team (UC/Oracle)
• Estimate effort for interfaces
Catalog
Existing
State
Map to
Future
State
Recommend
Integration
Strategy
Design
and
Build
Analyze
Existing
State
Project Management
Technical Implementation Plan
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UC
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Technical Implementation Plan
1 2 3 4 5 6 Design and Build
• Document Business
Requirements
• Functional Design
• Technical Design
• Build
• Unit Test
Catalog
Existing
State
Map to
Future
State
Recommend
Integration
Strategy
Effort
Estimation
Analyze
Existing
State
Activities by Task
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UC
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Data Conversion
Designs
Interface
Designs
Extensions
Designs
Reports
Designs
Technical Architecture
Data Migrations
Application
Development
Application
Integration
Unit Testing
Tier 2/Tier 3
Interfaces
retrofitting
Data Warehouse
Data
Transformations
Local Reporting
System
Integration
Testing
Performance
Testing
Parallel Testing
User Acceptance
Testing
Go-Live
(Production)
Fit-Gap
ActivitiesBusiness Reqs
Performance Reqs
Infrastructure Reqs
Issue Mgt Process
Risk Mgt Process
Quality Mgt Process
Scope Mgt Process
Staffing
System
Configuration
Initiation/Planning
Phase
Design
Phase
Build
Phase
Test
Phase
Deploy
Phase
Data warehouse
Strategy
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UC
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UCPath Future State
INTEGRATION ARCHITECTURE DIAGRAM
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Next Steps
• A Data mapping document will be available, in the next 3-4 months, that identifies the data changes that will enable the campus systems to start planning.
• A QA/Build environment for the Data Warehouse, will be made available, in the next 6-8 months, to facilitate the campus/department level retrofit activities.
• Work will continue with system-wide and/or UCSD gap analysis with gap closure through:
• PeopleSoft modification/customization (not desired)
• Change in business process, practice or policy
• Adoption of two pay cycles system-wide (monthly and bi-weekly)
• Interfaces/Data Warehouse/Application Development
• MTE (My Time Entry)
• Interface inventory, strategy and execution
• Data cleanup
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UCPATH CENTER (SHARED SERVICES CENTER) IMPLEMENTATION
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Timeline
Mar
Ap
r
May
Jun
Jul
Au
g
Sep
Oct
No
v
De
c
Jan
Feb
Mar
Ap
r
May
Jun
Jul
Au
g
Sep
Blueprint Development
Technology Needs Assessment
Staffing Strategy & Roles
Technology Requirements Definition
Interactions Model
Facilities & Infrastructure Planning
Change Mgmt Planning & Communication
Training Curriculum
Transition Planning
Implementation Build Phase
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UC
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Project Structure for Shared Service Center
Implementation Core Design Team
Representatives from Each Campus/Medical Center
(Note: a mix of Payroll, HR and Academic
Personnel representatives are included,)
Project Management Office and Shared Service Center Lead
Interactions/Change and Transition planning
Facilities and space planning
Infrastructure requirements and planning (desk tops, printers, etc.)
Facilities and Infrastructure
Roles/Staffing and Training
Technology (specifically for SSC)
PMO and Lead Provide project leadership Drive decision making Provide System wide
communications and change management
Core Design Team Members Provide campus/medical center
specific insights Each individual has responsibility
for coordinating with others at their designated location(s)—they are "champions" that represent the views of others
Guide design process Facilitate design sessions Oversees quality of deliverables
and alignment with best practice
Core Design Team Members
(continued)
Ensures alignment with end-state
objectives
Supportive of making the model
a success, while also bringing
issues and obstacles forward
objectively
Serve as a change agent
throughout design and
implementation
Technology needs assessment
Technology requirements
Technology planning and selection
Interactions model development (who does the work, where)
Change management Transition plans to
shift the work and the people
Job Descriptions - requirements and skills
Staff levels and recruiting strategy
Learning/Training needs for staff
Curriculum design
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UC
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Typical Escalation Model
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Shared Service Center Escalation Model Employee/Manager
Tier Tier
• Understand the specific situation
• Apply policies, programs, or plans
• Document and escalate cases as appropriate
• Offer alternatives and considerations to
employees
• Investigate and resolve escalated cases
• Interpret policies, programs, or plans
Tier
2
Tier 2 Escalation in SSC Specialized Knowledge within Shared Services
• Field initial inquiry
• Ask clarifying questions
• Provide policy, program, or plan
information
• Document cases
• Execute approved exceptions
• Warm transfer to Tier 2 as appropriate
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Tier 1 System wide Service Center
Initial Inquiry
Web
Phone
Online Case
• Advise HR Leaders and staff on policy
exceptions and escalated cases
• Locate external resources to
supplement expertise and
knowledge as needed
• Manage high-risk, compliance-driven
cases to resolution
Tier 4 Office of the President Tier
4
• Provide approvals, decisions, and
communications
• Interpret compliance policies,
programs, and plans
• Advise managers on employee
relations issues
• Manage high-risk, compliance-driven
cases to resolution
• Investigate employee disputes and
claims
• Participate in Tier 1-3 case resolution as
needed
3 Tier 3 Escalation to campus Campus Resources
UC
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UC
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High Level Roles & Responsibilities Roles Main Responsibilities
Office of the President
• System wide policy and program design
• Vendor selection and SLA monitoring
• Leading-practice research
• Consulting to senior leaders on system wide issues
• Manage escalated cases or policy exception requests
• Creating frameworks and toolkits for use by campuses and medical centers for system wide initiatives
• Locating external resources to supplement expertise and knowledge
• Involving campus/medical centers and shared services in system wide policy and program designs
System wide Shared Services
Center
• Processing payroll for all campuses/medical centers
• Processing tax payments
• Managing tax payments and payroll compliance
• Handling routine and non-routine employee and faculty inquiries around policies and process
• Providing sys navigation support and password resets
• Processing individual, as well as mass transactions
• Administering system wide HR programs
• Managing the system wide HR and payroll portal
• Escalate cases within Shared Services or to COEs
• Managing vendor invoices and payments; manage day-to-day vendor issues and interfaces
• Managing HR data and standard reporting; consult on ad hoc data and reporting needs
• Manage HR records and compliance
• Providing consulting for new processes and programs and application to HR/payroll system
Campus HR, Payroll,
and APO
• Consulting with department/school leaders on issues affecting people
• Supporting the communicating and implementation of new system wide policies and programs
• Designing and implementing campus or medical center specific policies or programs
• Designing and executing existing or new campus/ medical center recruitment, rewards, and learning and development programs
• Conducting employee relations investigations and managing resolutions
• Posting payroll data to general ledger
• Designing and executing existing or new campus/ medical center recruitment, rewards, and learning and development programs or other programs that are specific to the entity
• Collecting and analyzing campus/medical center specific data needs
• Manage escalated cases or policy exception requests
• Collaborating with system wide COEs on new policy or program design
• Refer faculty and staff to shared services channels
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UC
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Operations Center
Operations Center
• Functional Operations Teams (HR WFA/Payroll/Benefits)
Processing Transactions
Mass changes
Program administration
Compliance
Response to escalations
• HR Information System
Table maintenance
System issue identification and resolution
Security
Reporting/super user function
Business analysts
• Fulfillment/Records
Document imaging/indexing
Incoming and outgoing fax/mail and fulfillment
Filing, retrieval, and storage of records
• Quality
Service delivery measurement
New employee and ongoing service delivery/process training
Customer service quality monitoring
Process documentation and auditing
Contact/Call Center
• Contact /Call Center Teams
Direct customer telephone interactions
Support of employee and manager inquiries
Processing of simple transactions as a result of telephone, e-mail, or other interactions
Management of employee life and work events
Call and issue monitoring
Initiating escalations
• Support Team(s)
Contact center scheduling
Administrative support
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UC
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Next Steps
• Determine final location of UCPATH Center • UC Davis and UC Riverside final locations
• Decision to be made by end of April
• Creation of scope of services documents • Roles & responsibilities between campuses and service center
• Will not address production/operations component
• Availability week of 04/02/2012 (tentatively)
• Generation of Blueprint Report • Detailed report (approximately 200 pages) of information gathered from
design workshops, BPM and CRP sessions
• Summary will also be provided
• Detailed report due out by the end of April
• Update of timelines • Timelines to be updated reflecting Wave 1 schedule extension
• Expected week of 04/09/2012
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WRAP UP/OPEN DISCUSSION
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Other Sources of Information
• UCOP Website
http://workingsmarter.universityofcalifornia.edu/projects/ucpath/overview/
• UCSD Website
http://blink.ucsd.edu/finance/payroll/pps/initiative.html
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Overview, case studies, project team, news &
updates, Q&A
Implementation team information, general project
information and project updates
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New Blink Site in Development!
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Feedback Comments
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