Big Bang Theory: PeopleSoft HCM 9.2 and PeopleSoft Financials 9.2 Upgrade in Seven Months 10/25/2015 Matt Peterman Grant Thornton Senior Solution Architect, Kansas City Beth Geer Empire District Electric PeopleSoft Development Lead Find your silver lining GRANTTHORNTON.COM/SILVERLINING About your presenter from Grant Thornton Matt Peterman Senior Solution Architect, Technology Solutions Kansas City, MO Executive summary Matt Peterman is a Senior Solution Architect with Grant Thornton in the Technology Solutions practice. Matt’s focus for the past 15 years has been on PeopleSoft applications. He has served clients through the development and implementation of financial strategies and Enterprise Resource Planning software solutions, as well as PeopleSoft upgrades and re-implementations. He has extensive knowledge in business process re-engineering, process improvement, software assessment, system design, and implementation of financial systems. Matt’s work history includes both Big 5 consulting and industry experience with positions at MarketSphere Consulting, Strong Funds, and Arthur Andersen Business Consulting. Industries • Energy • Financial Services • Banking • Broker-Dealers • Insurance • Healthcare • Hospitality • Technology • Distribution • Grocery • Retail © 2015 Grant Thornton LLP | All rights reserved | U.S. member firm of Grant Thornton International Ltd 2 About Grant Thornton One of the world's leading organizations of independent audit, tax and advisory firms 38,000 people in over 100 countries 65% of Grant Thornton International Ltd1 Forbes Global 100 companies US $4.7 billion revenues 40,197 personnel3 served by Grant Thornton International member firms 2,975 partners 725 offices Statistics as of Sept. 30, 2014 6th largest global accounting and consulting firm 58% of 2013 Fortune 100 Grant Thornton LLP2 (U.S.) $1.4 billion revenues 6,456 personnel3 529 partners 57 offices Statistics as of Dec. 31, 2014 © 2015 Grant Thornton LLP | All rights reserved | U.S. member firm of Grant Thornton International Ltd 3 Exclusively focused on Oracle Broad product specializations that set us apart • Specialization is achieved through competency development, business results, demonstrated expertise and verified client success • Platinum achievement requires applied experience be demonstrated for at minimum of 5 product areas across the disciplines of pre-sales, sales, implementation and support • Enables access to Oracle knowledge capital, product strategies and support resources not available to other partners which can be used to bring value to our clients • Specialized in 16 product areas across ERP, HCM, BI and EPM enabling us to successfully deliver integrated, cost-effective, scalable solutions delivering Business Harmony for our clients ERP • • • • • E-Business Suite JD Edwards PeopleSoft ERP Cloud Service HCM Cloud Service BI • • • • • BI Foundation Suite BI Applications Endeca DRM BI Cloud Service (BICS) EPM • • • • Hyperion Planning Hyperion Financial Management HPCM Planning and Budgeting Cloud Service (PBCS) Specialized in 16 products across ERP, EPM, HCM and BI Our commitment to delivering Oracle valueadded solutions for your business © 2015 Grant Thornton LLP | All rights reserved | U.S. member firm of Grant Thornton International Ltd 4 Agenda • Project Overview – – – – Empire in Brief Background Scope and Objectives High-Level Timeline • Upgrade Approach – – – – – – • • • • Upgrade Type Project Team Structure Project Team Roles & Responsibilities Methodology Approving 9.2 Functionality Testing Approach Project Governance Tips and Lessons Learned How You Can Start Now! Wrap-up and Questions © 2015 Grant Thornton LLP | All rights reserved | U.S. member firm of Grant Thornton International Ltd 5 Project Overview Empire in Brief • • • • Based in Joplin, Missouri Investor-owned, regulated utility providing electric, natural gas, and water services Approximately 217,000 customers in Missouri, Kansas, Oklahoma, and Arkansas NYSE ticker is EDE © 2015 Grant Thornton LLP | All rights reserved | U.S. member firm of Grant Thornton International Ltd 6 Project Overview Background • • • The current PeopleSoft 9.1 HCM and Financials environments at Empire were in need of an upgrade to ensure the ongoing reliability and support of the application. The start date for the application upgrade to version 9.2 was January 2015 and a Go-Live of July 2015, for both HCM and Financials. In addition to completing the upgrade, the team: – Evaluated and selected new functionality to deploy with the upgrade. – Reviewed existing enhancements and replaced them with delivered 9.2 functionality where possible. © 2015 Grant Thornton LLP | All rights reserved | U.S. member firm of Grant Thornton International Ltd 7 Project Overview Scope and Objectives • Upgrade existing PeopleSoft Financials modules from 9.1 to 9.2. – Financials: • General Ledger, Payables, Purchasing, Receivables, Billing – HCM: • HR, Payroll, Time and Labor, Benefits, • Evaluated bolt-ons/enhancements for retrofit • Evaluated enhancements for replacement with delivered functionality, as part of the design process. • Ensured all currently used functionality functions properly in 9.2. • Ensured each existing interface functions properly in 9.2, performed any required modifications. • Implemented only additional required functionality that is delivered and achievable with the timeline and resources assigned to the project. © 2015 Grant Thornton LLP | All rights reserved | U.S. member firm of Grant Thornton International Ltd 8 Project Overview Scope and Objectives • 50+ Interfaces between 4 key systems, along with other satellite systems • 300+ delivered objects requiring retrofits Leave Balance, Job Codes Time Entry Maximo Work Order Management Items, Requisitions, Receipts, Work Orders, RTV, Inventory Cost, Customers, Bills PO Activity, AP Activity, AR Activity PeopleSoft HCM Payroll Costs, Projects PeopleSoft Financials PowerPlant Fixed Asset Management Work Orders (Projects), Depreciation GL Activity by Source © 2015 Grant Thornton LLP | All rights reserved | U.S. member firm of Grant Thornton International Ltd 9 Project Overview High Level Timeline Jan Feb March April May June July Project & Change Management Plan Design Build Test Deploy New / Retrofit Items Go-Live Existing Functionality Test Test Initial Move 1st Test Move Test 2nd Test Move © 2015 Grant Thornton LLP | All rights reserved | U.S. member firm of Grant Thornton International Ltd 10 Upgrade Approach Upgrade Type Characteristics Upgrade Option #1 – Technical Only #2 – Technical Plus Some Features #3 – Technical Plus New Features/ Modules #4 – Redeployment Technical Removal of Customizations • Yes • None Level of Business Process Change • None/ Low Impact On… Level of New System Functionality New Modules Business Users Project Cost • None/ Low • No • Low • Low Empire Preferred Op,on • Yes • Some • Low • Medium • No • Medium • Medium • Yes • Some • Medium/ High • High • Very Often • Medium/ High • Medium/ High • Yes • Most • High • High • Very Often • Medium/ High • High © 2015 Grant Thornton LLP | All rights reserved | U.S. member firm of Grant Thornton International Ltd 11 Upgrade Approach Project Team Structure Area Empire Resource GT Resource Project Manager Project Management Finance PM Project Manager HCM PM GL Lead Financials AP Lead Financials Lead PO Lead AR/BI Lead HR/Payroll/Time & Labor Lead HCM HR Lead Time & Labor Lead HR/Benefits/Payroll Lead Benefits Lead HCM PeopleSoft Development Lead HCM Business Analyst/Developer IT Development Financials Development Lead Senior PeopleSoft Developer Financials Business Analyst/Developer Integration Leads Size/mix of team depends on upgrade type! PS System Admin Lead System Administration PS System Admin PS System Admin PS System Admin © 2015 Grant Thornton LLP | All rights reserved | U.S. member firm of Grant Thornton International Ltd 12 Upgrade Approach Project Team Roles & Responsibilities Project Role Responsibilities EXECUTIVE SPONSORSHIP & PROJECT MANAGEMENT Project Sponsors / Steering Committee • Provide strategic direction and vision • Understand initiative status • Serve as a decision and issues escalation point as necessary • Provide input to project scope Project Management • Develop and manage to project plan • Identify and manage project risks • Prepare and present weekly status reports • Coordinate all project activities • Provide functional and technical thought leadership • Collect and coordinate the resolution of project issues • Understand related initiatives; ensure proper alignment • Review and QA project deliverables © 2015 Grant Thornton LLP | All rights reserved | U.S. member firm of Grant Thornton International Ltd 13 Upgrade Approach Project Team Roles & Responsibilities Project Role Responsibilities CORE PROJECT TEAM – BUSINESS Functional Leads • Provide business process and PeopleSoft expertise • Provide input to scope and requirements • Communicate table and view changes between 9.0 and 9.2 to support interface, extension, customization porting/retrofitting activities performed by development team • Facilitate configuration and setup related to 9.2 features/functionality • Build out test scenarios • Execute testing and coordinate testing with other users • Perform application configuration as needed • Review and test final changes prior to implementation • Develop and execute training and process documentation CORE PROJECT TEAM – TECHNICAL Developers System Administration • Project input to project plan /schedule • Participate in requirements discussions as needed • Perform code modifications to existing customizations, extensions, reports, and processes to address data changes between 9.0 and 9.2 • Migrate all necessary Report, Interface, Conversion, Enhancement components to 9.2 • Perform unit testing of Report, Interface, Conversion Enhancement components • Assist in test scenario development as needed • Create technical design documentation as required • Perform installation of PeopleSoft • Execute multiple upgrade passes • Develop custom components to assist with upgrade (i.e. high volume tables) • Create technical design documentation as required © 2015 Grant Thornton LLP | All rights reserved | U.S. member firm of Grant Thornton International Ltd 14 Upgrade Approach Methodology Project & Change Management Plan & Design Build & Test 1 Review and Validate Discovery and Technical Capabilities Transition & Deploy Develop Test l Scripts 2 4 Conduct Fit/Gap Analysis Perform Application “Initial Pass” Upgrade Prepare Deployment Checklist Upgrade Pass Testing Develop Project Plan Perform New Module/Feature Configuration Execute Upgrade Pass Activities (Scripts, SQL, etc) Optimize Upgrade Pass Prepare Training Material Prepare for Move To Production Conduct Training Perform Functional Testing of New Module/Features 3 Develop Communication Training Strategies Deploy and Support Deliverable Signoff Deliverable Signoff Multiple MTP's are a key to success! © 2015 Grant Thornton LLP | All rights reserved | U.S. member firm of Grant Thornton International Ltd 15 Upgrade Approach Methodology Document Customizations and Interfaces Review Compare Reports from Initial Build Analyze 9.2 Functionality as Replacement for Prior Customizations Update Customization and Interface List You can start NOW! Perform Retrofits to Existing Customizations/ Enhancements © 2015 Grant Thornton LLP | All rights reserved | U.S. member firm of Grant Thornton International Ltd 16 Upgrade Approach Approving New 9.2 Functionality • • • • The Empire functional teams (e.g. Purchasing, Benefits, etc.) reviewed the desired new functionality, with the assistance of GT personnel Empire functional teams were responsible for submitting a request to the Steering Committee to approve the new function. This included their LOE estimate to deploy and support. The Empire Steering Committee either elected to include or exclude functions. For approved functionality, the Empire functional teams were responsible for documenting test scenarios, adding them to the existing list of System and/or Integration test scenarios, and executing the test scenarios © 2015 Grant Thornton LLP | All rights reserved | U.S. member firm of Grant Thornton International Ltd 17 Upgrade Approach Testing Approach System Test – Tested the delivered PeopleSoft functionality to ensure that it functioned properly for the features that Empire selected – Occurred after each 9.2 instance was created – Three System Test passes Integration Test – Tested the custom interfaces between PeopleSoft and other Empire systems – Occurred after each Mock Go-Live – Two Integration Test rounds (MTP1 and MTP2) Fit Gap Process: Defects from each testing stream are logged on SharePoint by Functional Leads, and Functional Leads perform initial research and documentation of the issues and proposed solution. © 2015 Grant Thornton LLP | All rights reserved | U.S. member firm of Grant Thornton International Ltd 18 Project Governance Other Keys to Success • Early sign-off on 9.2 scope by module • Document and sign-off on testing plans by module – Include all new functionality – Ensure every customization and enhancement from development plan is covered in functional test scenarios • Formally document all issues, risks, and scope decisions • Log out-of-scope items as post-implementation enhancements, prioritize, and tentatively place on road-map • Rigorous documentation of tasks, task durations, and independencies in the Go-Live Playbook Cross reference your "retrofit" list! © 2015 Grant Thornton LLP | All rights reserved | U.S. member firm of Grant Thornton International Ltd 19 Tips and Lessons Learned • • MASSIVE benefits in processing speed can be achieved by understanding the delivered upgrade scripts, and optimizing them to your system and circumstances….running them "as is" will GREATLY increase your cutover window. Ask your implementation partner to assist with : – – – • • • performance tuning delivered upgrade scripts guidance on the services and processes that should be turned off at cutover how to interpret compare reports and analyze every object within UPGCUST, UPGIB, and UPGNONCOMP Incorporate "Chapter 2" tasks into your last batch processing window. Include security testing beginning in MTP1. Need 64-bit server for 9.2 – it needs to be on all servers and requires an extra step at go-live to put on production server. © 2015 Grant Thornton LLP | All rights reserved | U.S. member firm of Grant Thornton International Ltd 20 Tips and Lessons Learned (continued) • • • • • If modifying anything that is PeopleTools related (e.g. custom work centers (portal/navigation collection), processes, jobs, data migration workbench, activity guides, translate values), it needs to follow the normal development / migration process. You can assume bolt-ons will upgrade with minimal issues relative to customizations to delivered code. Impacts would likely be at the integration points to the delivered modules. SQRs are non-comparable, so need to be analyzed separately BONUS: If you can get new Production servers for the project and use these for MTP2, this will allow all final external objects (SQRs, Crystals, 64-bit, etc) to be installed and tested early. SES is NOT required for Financials, but is "core functionality" for HCM… stay current on the Oracle Support cases! © 2015 Grant Thornton LLP | All rights reserved | U.S. member firm of Grant Thornton International Ltd 21 How You Can Get Started Now! • • • • • • Obtain all certifications for hardware and software from the "PUM Homepage" on Oracle Support Inventory and assess the quality of your test scenarios and test scripts Document your customizations and interfaces – Review those old projects! Create a high-level timeline, and set place holder dates for initial build, MTP1, MTP2 and Go-Live Review Oracle's Cumulative Feature overview, and prioritize 9.2 functionality. Build a 9.2 Demo environment and begin your 9.2 functionality research. © 2015 Grant Thornton LLP | All rights reserved | U.S. member firm of Grant Thornton International Ltd 22 Wrap-up and Questions © 2015 Grant Thornton LLP | All rights reserved | U.S. member firm of Grant Thornton International Ltd 23
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