March 20, 2015

UCPath Project Update

Presentation to Chancellor’s Campus Community Council

Presentation Overview What We’ve Done So Far

• Who We Are• Why UCPath?• Central Team/UCOP Go-Live• UC Davis Accomplishments

What are We Doing Now?• Operational Alignment• Business Process Reviews• Infrastructure Development• Assisting the Central Effort

What is the Plan Forward?• Overall objectives and tasks by deployment groups• UC Davis schedule and next steps

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Governance/Leadership Dave Lawlor, Vice Chancellor and Chief Financial Officer - Finance, Operations &

Administration UCPath Executive Leadership Team, UC Davis Project Sponsor

Tim Maurice, UCDHS Chief Financial Officer UCDHS Project Sponsor

Mike Allred, Associate Vice Chancellor, Finance/Controller (System-wide UCPath Steering Committee, UCPath Center Advisory Board, UCPath local Steering Committee Co-Chair)

Susan Gilbert, Associate Vice Chancellor, Human Resources (UCPath local Steering Committee Co-Chair)

Steve Chilcott, Executive Director, Human Resources (System-wide UCPath Steering Committee)

Who We Are

Project Team• Radhika Prabhu, Project Director

• Susan McCutcheon, Program Manager

• Marion Randall, Functional Co-Lead

• Cindy Jones, Functional Co-Lead

• Bobbie Lasky, Academic Affairs

• Kush Arora, Business Intelligence

• Susana Lee, IT Lead, UCDHS

• Anantha Kadur, Project Manager

• Ilvana Mesic, IDM Systems

• Drew Pokorney, Project Manager, UCDHS

• Linda Durst, Workstream Lead

• Kelly Crabtree, Training Lead

• Other functional and technical resources

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Why UCPath?WHY:Our UC HR/Payroll tools and processes are outdated.

UC’s Personnel/Payroll Systems (PPS) is 35 years old and difficult to use

PPS has 11 versions, with data definitions and policy/rules applied differently by each location

UCPath includes the Human Resources Information System (HRIS) modules which is currently a gap at UC Davis

UC employees are performing manual calculations, workarounds, corrections and significant paper processing

Is not able to meet the needs of UC’s complex and diverse employee population

WHO:UC Board of Regents, President, Leadership, Chancellors, Controllers, CHROs, and APDs.

Recommended replacing PPS with a single, integrated UC-wide HR/Payroll solution

Agreed to work toward conforming business practices

Committed themselves to systemwide representation

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System-wide Team Accomplishments

Standardized and streamlined approximately 100 systemwide processes in the areas of payroll, benefits, finance/GL integration, absence management, compensation, and human resources/workforce administration

Set up a systemwide shared services center in Riverside, CA that will process certain HR/payroll transactional work for the UC system. While awaiting the UCOP go live, these resources are currently providing PPS transaction processing support to pilot locations (UCLA, UCSC)

Coordinated the design of a system-wide data model to allow locations to leverage design and development of common reporting and analytical tools

During testing, converted data, successfully ran monthly payroll and sent information to downstream systems at UCLA

Began foundational work on defining the UC-wide IT Shared Services and identifying key move forward activities (role validation, knowledge management, end-to-end simulation, service level management)

Put in place metrics reporting to track the status of testing and deploy

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Paychecks• Employees will have the option of splitting their direct deposit

between as many three financial institutions.• Paper paychecks will be printed by Wells Fargo and sent via U.S.

mail.

Verification of employment• A secure online automated application enables employees (or pre-

authorized verifiers with whom they are doing business) to quickly and securely confirm UC employment and/or income.

• Available 24 hours a day, seven days a week.• Employees have control of the verification process by authorizing

access to their information.

Streamlined onboarding• Newly hired employees will have day-one access to benefits

enrollments and other online resources.• Transfer procedure will be standardized and centralized at UCPath,

providing a more efficient relocation process.

Some Significant Improvements

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UCPath Center - How will my questions get answered?

• Contact options include online portal, telephone, e-mail, regular mail and fax.• Chat will be available in a future release.

• Employee services will be the first point of contact

• Call routing system will ensure calls are forwarded to the appropriate staff.

• Cases will be created for each inquiry

• A tiered escalation process will route complex cases to experts within the UCPath Center.

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Timeline and ImplementationSeptember 2015 Throughout

2016 Mid 2017 Late 2017

UCOPPilots

(UCLA, UCSC, UCM, ASUCLA)

Location Group ATBD

(UC Davis is aiming for this group)

Location Group BTBD

An Engagement Team will visit each location to determine the optimum go live date and will review:

Current State of ProjectGovernance, funding, project resources, plan

Contextual ConcernsOrganizational model, business process alignment, location concurrent activities, current technologies

Engagement NeedsProject structure, roles and responsibilities, escalation path, future development, tools and templates needed by location

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UCOP Go Live Schedule• The UCPath Executive Steering

Committee reviewed the proposed UCOP deployment timeline and approach on February 18th

• Of immediate concern is the timely completion of functional unit testing (FUT), which is currently behind expected pace

• Both UCOP and the UCPath Center are prepared for September go-live and support some operational tradeoffs, if necessary

• A final go-live timeline for UCOP isn’t expected until March when FUT results are known; however, all teams are currently operating under a project schedule based on a September go-live

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UC Davis Accomplishments

Local Future State Process Designs

Created a framework Created inventory of processes to develop Prioritized and scheduled inventory Began development of processes

Local Business Process Inventory by Module

Absence Management (10)Benefits (34)Configuration (5)Compensation (3)General Ledger (28)Payroll (30)TAM/ePerformance (5)Workforce Administration (43)

UCPath Data Warehouse & Analytics

Created overall architecture Standardize tools and

technologies Deployed a proof of concept Leveraged work done by the

Business Intelligence Collaboration Group (BICG)

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UC Davis Accomplishments (cont.)

Communications Infrastructure

Created ucpath.ucdavis.edu Created Confluence collaboration site Microsoft Project scheduling and reporting JIRA Issue tracking system

Central Team Interaction

Each week, the Central Team requests information and input from the location

From July through December 2014, 164 requests were received – averaging over 5 per week

6/27

/201

4

7/9/

2014

7/21

/201

4

8/2/

2014

8/14

/201

4

8/26

/201

4

9/7/

2014

9/19

/201

4

10/1

/201

4

10/1

3/20

14

10/2

5/20

14

11/6

/201

4

11/1

8/20

14

11/3

0/20

14

12/1

2/20

14

0

10

20

30

Responses Sent to Central Team

July - December 2014

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Current UCPath Activities at UC Davis

Infrastructure Development

Hardware to enable real time data processing with UCPath

Interfaces to integrate information from location downstream systems

Business Intelligence reporting and analytics

Local Future State Business Process Design

Current state review Future state development Roles and responsibilities

determination Alignment with operating

model

Operating Model Optimization

Ensures alignment of all organizational units to a common vision

Enables transformation

Maximizes efficiencies Provides a consistent model

for performance measurement

Interaction with Central

Team on design, development and

deployments

Collaboration with other

locations on design,

development and deployment strategies and

execution

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UCOP

Pilots (UCLA, UCSC, UCM,

ASUCLA)Remaining Locations

Estimated Go-Live

2015 2016Location Group A: Mid 2017Location Group B: Late 2017

90 Day Location

Objectives

Complete Functional Unit Testing (FUT) and begin System Integration Testing (SIT)

Validate and improve conversion design and deployment

Complete resource based, bottom-up project plan

Define and analyze business requirements to validate system and business needs achieved

Onboard newly defined resource needs

Operationalize project plan

Agree to common implementation methodology and timelline sequencing

Define resource needs to support 2015 prerequisite work

Onboard newly defined resource needs

Analyze prerequisiste work tools and templates for process and planning

Operationalize 2015 prerequisite work

2016 Location

ObjectivesPost production Live on uCPath system and services

Full implementation mode and on schedule per project plans

2016 Central Support

Post-porduction support Advance Team

Location Group A: Delivery TeamLocation Group B: Advance Team when finished post-prod support for Pilots

2016 Overall Project

Governance

Full SC: meeting quarterly or as needed

SC-Subset: UCLA/UCSC/UCM/ASUCLA steering team: meeting frequrency TBD, thru go-live

Full SC: meeting quarterly or as needed

SC-Subset 'remaining locations' steering team - meeting frequency TBD through go-live

Full SC: meeting quarterly or as needed

Future Objectives

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UC Davis Schedule and Next Steps

2015 2016 2017

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul

Design/Development Develop/Unit TestingFinalize

Interfaces for Testing

Functional Unit Testing SIT1

Review SIT 1 & Plan

SIT 2

PPT1SIT2

PPT 2UAT

Go Live

Hyper Support

Manual Data Conversion Test Data

Conversion 1 Test Data Conversion 2 Test Data

Conversion 3 I/F Dev Complete Full Data Conversion 1 Full Data

Conversion 2 Final Data Conversion

Assuming a mid-2017 go live, our location schedule would be:

2015 Activities

Analyze operating model

Agree to common implementation methodology and timeline sequencing

Define resource needs to support 2015 prerequisite work

Onboard newly defined resource needs

Complete design and development of local business processes

Operationalize 2015 prerequisite work

2016 Activities

Unit testing of local business processes

Operating model alignment

Finalize interfaces

Data conversion analysis and testing

Training and transitional tools development

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Information Resources

The UCPath Initiative’s Working Smarter website is the primary source for project information for faculty & staff: http://workingsmarter.universityofcalifornia.edu/projects/ucpath/overview/

Campus site for UCPath information at http://ucpath.ucdavis.edu

FAQs and Fact Sheets to inform, engage and involve on a timely basis

Questions can be sent to ucpath@ucdavis.edu

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Questions?