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Jeff McQuigg
Ramesh Ponaganti
Sept. 26, 2013
Oracle Open World, CON5792
HR Analytics at Wells Fargo
� Oracle’s largest HR Analytics implementation� Wells Fargo has 300,000+ employees and contractors
� Targeted to 40,000+ managers, starting with 1,000
� And 1,000+ Ad-hoc users, started with 100
� Enterprise BI on a massive scale • Crossing 6 distinct Lines of Business
+ Corporate HR
� Unique technical solutions marrying
usability, flexibility and security
� Project that won the 2013 Excellence award for KPI
Partners
2
Introduction
Business Need & Solution
Project Implementation
Status & Future Plans
The Solution & Key Aspects
Data Model and ETL Efforts
Challenges, Best Practices & Keys to Success
Wrap up & Q&A
3
www.kpipartners.com
The Leader In Oracle BI & EPM 4
Strategic Consulting | Systems Implementation | Training
�Depot Repair Analytics
�Fixed Asset Analytics
�Manufacturing Analytics
�Salesforce.com Analytics
�Student Info Analytics
�Subledger (SLA) Analytics
�Real Time Analytics and more
�FSG Solution
Transform Data Into InsightTransform Data Into Insight
� Staff built from
Oracle/Siebel/Hyperion engineering teams
� On-site, off-shore and blended shore
delivery models
� Exclusive pre-built solutions for Oracle
BI & E-Business Suite
Oracle BI Hyperion
Endeca Exalytics
Oracle BI Hyperion
Endeca Exalytics
� Senior Architect at KPI Partners
� 10+ years OBIEE consulting experience, 20+ years overall
� Personally been involved with over 45+ OBI projects in every capacity
(BI Architect, Data Modeling, RPD Metadata, Business Analyst, Report
Developer, ETL Architect/Developer, Project Manager, Pre-Sales)
� Oracle Ace thought leader for BI & OBI:
� Blogging about OBI & DW best practices since 2006 at
GreatOBI.WordPress.com (Oldest running OBI blog in the world)
� Frequent Oracle Open World speaker
� Personal: My 3,100+ beer bottles of beer are on display at Brewpalace.com
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� BI Apps Architect / Lead at KPI Partners
� 6 years of BIApps consulting experience, 9 years overall
� Ramesh has been involved with over 15 OBI projects
(BI Apps Architect, Data Modeling, Business Analyst, ETL
Architect/Developer, Pre-Sales)
� KPI’s HR Analytics expert
� Expertise in integrating 3rd party source systems with BI Applications
� ADP Payroll, Ceridian (Recruiting), JobVite (Recruiting), BLS.com (Benchmark
data), Learn.com (LMS), Success Factors, PIPs and SIRs etc.
6
Introduction
Business Need & Solution
Project Implementation & Team
Status & Future Plans
The Solution & Key Aspects
Data Model and ETL Efforts
Challenges, Best Practices & Keys to Success
Wrap up & Q&A
7
� HQ in San Francisco
� Founded in 1852 by the founders
of American Express
� Now the world’s largest bank (by Market
Capitalization) as of July 2013
� 300,000 employees & contractors – 14th largest in the US and ~ 50th
in the world� 2.9 million job applicants per year!
� Growth via dozens of acquisitions� More recent large mergers: Norwest – 1998 and Wachovia - 2008
� Consists of several distinct lines of business:� Community Banking, Home Mortgage, Wealth Brokerage & Retirement, Wholesale
Banking, Securities
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� 6 LOBs & Corp HR managed differently� Differing systems and tools
� Differing metrics & definitions
� Differing HR management processes
� Time wasted on manual tasks for � Gathering data
� Answering HR questions
� Basic reconciliation
� No ability to spot trends and
become proactive
� Technical skills needed were too
high with existing systems
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� Wanted to operate in a common manner across LOBs
� Reduce effort for basic reporting and analysis
� Reduce technical skills needed
� Enhance reporting and analysis� Rich data set for analysis
� View HR data by Financial Hierarchies
� Line manager (40,000!) self-service
� Enable greater capability for core HR professionals
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� Wells Fargo selected Oracle HR Analytics 7.9.6.3
� Pre-built integration with PeopleSoft
� Overall flexibility and capability
Workforce Profile�Demographics
�Headcount, Race & Gender, Temp
Workers, Retirement
�Movement�Transfers, Terminations, Promotions
�Performance Management�Reviews and career progression
�Compensation�Pay Equity, Pay vs. Performance,
Industry Benchmarking
Recruiting�Requisition Activity
�Time to fill, Open Positions
�Applicant Tracking�Applicant profile, source
effectiveness
�Recruiter Performance�Conversion rates by stage, Offer
acceptance
�Recruiting Process�Times, drop off and bottlenecks along
the pipeline
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Introduction
Business Need & Solution
Project Implementation & Team
Status & Future Plans
The Solution & Key Aspects
Data Model and ETL Efforts
Challenges, Best Practices & Keys to Success
Wrap up & Q&A
12
� Release 1 began Oct. 2011, completed Oct. 2012
� KPI Team of ~15 consultants
� WF IT team of 3-4 plus 3-4 key business analysts� Over 100 total involvement
� Technical Environment� Oracle 11g database (11.2.0.1.0)
� PeopleSoft 8.9 on DB2 System 390
� OBIEE 11.1.1.6
� SiteMinder
� 1 year BI Apps implementation? Why?1. Extensive customizations to the data model and ETL logic
2. 100% custom developed Dashboarding solution (150 complex reports)
3. Largest data volume to run through HR ETL
More on these items later�
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�Implementation followed a basic Waterfall approach, except for the reporting/UI content
which was highly iterative and followed a prototype to completion approach.
Oct
Install
ETL/Model Design
ETL Dev.
QA
UI Reqs/Design/Dev
Gap Analysis
Perf Tune
Enterprise Metric Definitions
Iterative Prototype ->
Prod
KPI
Begin
14
20122011
Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct
Go
Live
KPI lead the combined team:
� Overall KPI Team Lead – (Jeff M.)
� KPI Partner - Client Manager (part time)
� BI Apps Architect & ETL Lead - HR Analytics expert (Ramesh P.)� 4-6 ETL developers
� OBI Team� 1 OBI Architect
� 2 OBI developers
� 1 technical infrastructure expert for initial security integration
� Technical PeopleSoft SMEs� 1 SME – during requirements and design phases
� 1 Project Manager (part time)
• Total: 13-16 KPI resources throughout the life of the project
• Core team consisted of 9 consultants
• KPI offshore was not involved at the request of Wells Fargo
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� 1 Business Sponsor (Sr. VP HR
Insight and Metrics)
� 1 IT Director
� 1 IT Manager
� 2 Project Managers, 1 reporting to
business sponsor, 1 reporting to IT
� 1 Data modeler / Overseer
� 2 ETL developers
� 1 OBI developer
� 2 PeopleSoft SMEs
� “Metrics Team” of 4-5 analysts
� “Security Team” of 3-4 people
� Business user involvement: 80+
� 2 Oracle DBAs
� 1 performance tuning DBA
� 2 OBI Infrastructure Admins
� 6 from corporate testing team,
mostly offshore
Wells Technical and Business team members involvement:
Total Wells Fargo Involvement: ~110
16
Introduction
Business Need & Solution
Project Implementation & Team
Status & Future Plans
The Solution & Key Aspects
Data Model and ETL Efforts
Challenges, Best Practices & Keys to Success
Wrap up & Q&A
17
� Deployed Release 1.0 Oct 2012
� 1,000 HR specialists as users
� 150 custom reports over 9 dashboards
� 3 ad-hoc subject areas for 100 power users
� Processing 100 Million rows daily
� Size of DB: 400 GB
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� “This is a 5-star app!” - Exec
� “I am blown away!! Fantastic and
very intuitive!” - Exec
� “WOW!!! … Needless to say I am very
impressed. I definitely believe this can be a game
changer … Just a brief exposure into the tool
provides many insights about my team that have
been difficult to find in the past.” - Exec
� “Workforce Analytics tool is open - I love it!” - User
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Very
Impressed
I amR
Blown Away
Wells & KPI are continuing enhancements:
� Since Release 1:� Increased ad-hoc users 50%
� Redevelopment of custom hierarchy ETL code
� Continual ETL performance tuning
� Analysis, design & development tasks for November
� November Timeframe� GL Hierarchies w/ enhanced security model
� Controller Data Mart integration to link GL
� Payroll Analytics
� 2014� Learning Integration
� Replacing PSFT Recruiting
� PSFT upgrade 8.9 to 9.2
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Introduction
Business Need & Solution
Project Implementation & Team
Status & Future Plans
The Solution & Key Aspects
Data Model and ETL Efforts
Challenges, Best Practices & Keys to Success
Wrap up & Q&A
21
� Targeted to advanced users (HR Consultants)
� Result: highly interactive pages� Many prompts
� Heavy use of column selectors to change content
� Heavy use of view selectors for different perspectives or visuals
� Heavy use of navigations into details
� Innovative Security model and usability solution
� Extensive customization of core hierarchies and metrics
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Extensive Options
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Highlight two important aspects of the project
� Ensuring user
adoption of
Enterprise BI
with an iterative UI
process
� Hierarchy solution
for Security, Flexibility
and Usability
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Usability
Flexibility
Security
� 6 LOBs plus Corporate HR with input
� Sessions had 80 participants
� Agree to definitions, reports, UI, flow
� KPI lead sessions on reporting requirements
and detailed data definitions
• WF began defining metrics before the project began
• Representatives from each LOB joined the “Metrics Team”
• Worked through common definitions and terminology
• Sometimes very difficult to nail down:
� Ex. 1: 6 months to define a Promotion!
� Ex. 2: When does a job seeker become an
applicant?
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� Pure top down BI approach for identifying reporting content
� OOB reports were not
considered due to WF expertise in HR
� “Prototype to Production”
� Continual iterative report
development with constant user feedback
� No detailed report specs!
Approach1. Identify Key Business Questions
2. Prioritize the list
3. Data to answer the questions
4. Find key comparisons
5. Whiteboard visualizations
6. Convert to Excel mockups
7. Enhance & Refine mockups
8. Move mockups to OBI
9. Iterative report refining
10. UI development complete
For each Dashboard:
� 2 weeks elapsed Excel mockup
� 4 weeks elapsed in OBI
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KPI designed a unique solution enhancing dashboard capability and improving usability
Hierarchies
� Support 2 different hierarchies
Employee-
Position
6 Tier /
Executive
Enterprise
direction
Legacy (for
some LOBs)
22 levels 6 levels
100% Custom 100% Custom
As Is As Is
As Was As Was
� “As-is” and “As-Was” versions
� Users select from 4 hierarchies at any time
� Architected for future Financial hierarchies
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Security Requirements
� Data security by user selected hierarchy (all 4!)
+ HR consultants assume the role of selected managers
� E.g., an HR consultant can “become” a VP of Retail Banking
� Similar to a proxy feature
+ Security differs by subject area� E.g., a Recruiting consultant has greater access rights on
Recruiting than on Workforce Demographics
� One of the more complex and challenging security models
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Usability
� Easily change all of the following:
1. Hierarchy
2. Hierarchy version
3. Manager to become
4. Any sub-manager to analyze
� Fixed levels are a common hierarchy solution� Not realistic with a 22 level hierarchy
� Each hierarchy has different # levels
� Not possible with 4+ hierarchies
VP #1
Director #1
VP #2
Director #2
HR
Consultant
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Solution
� All hierarchies are mapped into a single
OBI logical table selectable by the user
� They select a version - As Is or As Was
� OBI determines physical tables
� Select an Access Point, or who they “are”
� Select a sub-manager to run the reports
for on the page
� Hierarchies are exploded into special
tables (4x) allowing this to happen
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Result:
� The entire page can be changed to support different hierarchies, versions and different managers in only a few clicks
� Data security follows the selected hierarchy
� Enhancements for excellent performance� Many pages for CEO (300,000+
employees) < 10 seconds!
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Introduction
Business Need & Solution
Project Implementation & Team
Status & Future Plans
The Solution & Key Aspects
Data Model and ETL Efforts
Challenges, Best Practices & Keys to Success
Wrap up & Q&A
34
Sheer quantity and complexity of custom requirements
� Highly customized PeopleSoft system� 13 years old, after many mergers and exception cases
� Data model extensions to support ~100 new metrics (Key and Variations)� Many had complex definitions: Promotions (Actions & MRP), Internal Hires,
External Hires, Requisitions vs. Positions, Applicants Vs. Job seekers etc.
� Addition of Full Position Management (custom)
� Complex Customizations in Workforce/Recruitment Stars
� Custom Performance Ratings
� National unemployment rates for benchmarking
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� 4 custom hierarchies
� With support for open positions
� Extended dimensionality
� Custom banding for 6 metrics
� Corp Accounting Unit (Cost Center)
� Area Differentials
� Complex security dimensions
� 30+ new columns on employee dim
� Extensions on other OOTB dimensions
� 15+ new Aggregate tables to improve reporting performance
Band Min Mons. Max Mons.
Now -9999 1
< 1 yr. 1 12
1 – 2 yrs. 12 36
3 -4 yrs. 36 60
5+ yrs. 60
Retirement Eligibility Band
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� Domain/CSV configurations� Complex domain configurations to meet PSFT customizations
� Definitions dependency on both CSV files and ETL code
� Metric definition/configuration conflictso Promotions Vs. Internal Hires
o Applicants Vs. Job Seekers
o Employment Status, Full Time Part time etc.
� ETL Performance� Large volume of data being run through ETL engine
(Oracle’s largest data set yet for HR Analytics!)
� Complex HR Analytics ETL process
� Extensive use of DAC Action framework
� Added table partitioning to 20+ tables� Extensive efforts on tuning to meet nightly SLA
� Mainframe DB2 issues� Extract times – running into ASU Limit issues
� Network Issues – impacted ETL loads
� Modified code to support Dirty Reads
� Shared DB2 subsystem required environment coordination
37
� PeopleSoft Effective Dates not reliable on key tables� Re-architected OOB incremental logic
� Solution (table by table basis):
� Full extracts for source tables
� Full/Incremental refreshes for DW tables
� Relinking foreign keys on Facts on Full refreshes
� Special Data Scenarios� Missing change capture triggers for Incumbent changes
� Coding around Recruitment data quality issues
� Added support for same day Hire/Terminations
� Logic enhancements for many metrics like Promotions, Transfers and Recruiting metrics etc.
� Turned off Product generated events in Recruitment
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Introduction
Business Need & Solution
Project Implementation & Team
Status & Future Plans
The Solution & Key Aspects
Data Model and ETL Efforts
Challenges, Best Practices & Keys to Success
Wrap up & Q&A
39
� Security Model� Difficult requirements to implement
and discuss
� Difficult communications with
PeopleSoft and Security teams
� Challenging technical solution
� Consensus building across LOBs
who operate differently� Questions, Reports, Features, Definitions
� Large # of users involved
� Large Data sets
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� Draining Requirements sessions
� 4 hours per day
� 2x per week
� 8+ weeks
� All on phone
� 80+ people on calls
� Changing Recruiting definitions
� Geographically diverse team • Difficult communication and
sessions
� Constant plan reworking due
to external factors
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Pure top-down approach to BI
Functional prioritization
Iterative development via prototyping to drive user adoption
Strong focus on interactive application
BI Apps Performance Layer for improved query times
Extensive OBI QA using OBI to verify derived metrics
� KPI expertise in inner
workings of HR Analytics
� Back End expertise for
design and development of
custom hierarchies and sources
� Strong architects to solve complex problems
� Iterative report design & build approach
� User involvement drives user adoption
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Email: [email protected]
Web: kpipartners.com/contact
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Suite #375
Newark, CA 94560
Phone: (510) 818-9480
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46Oracle Open World, 2013
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