1. UCPath: Transforming the Way Business is Done
November 2012

2. Agenda Why are we doing this? Who are the stakeholders?
What is UCPath?
How is the program implemented?
Where are we in the program?
When is this happening?
How can you help?
Where can I get more information?

3. Why are we doing this?

4. The Issue
PPS is over 30 years old and no longer meets evolving operational needs of the University.
Limitations create redundancies and process inefficiencies system-wide.
Eleven (11) different variations of PPS in use today which are costly to maintain and support
Local customizations have made system updates and maintenance difficult
PPS has become a “do-all” system that must be constantly re-programmed to provide non-payroll functionality.
PPS at all locations is highly modified, which has allowed it to support campuses’ needs throughout the years, but over the long run these local system modifications have become a liability.
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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.
Local customizations have made system updates and maintenance difficult and synchronize of data impossible (example: Transfer of personnel records between locations)
Reliability of current PPS systems to support the 190,000+ UC employees is of great concern..
The limitations of PPS drive workload redundancies and process inefficiencies systemwide.
Replacing PPS with a single payroll and HR solution for all employees UC-wide will standardize payroll and HR operations among all UC locations.
Replacing PPS with a single payroll and HR solution for all UC employees:
Standardized processes
Reduces inefficiencies
Streamlines system functionality, support, and scalability

5. Payroll Current State
How many employees do payroll specialists support?

6. HR Current State
How many employees do HR staff support?

7. UC-wide HR/APO/Timekeeping
annual
expenses
strategic and consultative
6,000
190,000
$500 million
employees
employees served
transaction and advisory
80%
20%
time
spent

8. The Solution
Implement Enabling Technology
Streamline and Standardize Processes
Centralize Transactional Activities
Replace PPS with Oracle’s PeopleSoft payroll and HR systems.
Standardize and streamline Payroll and HR/APO processes UC-wide.
Centralize transactional related processes within the UCPath Center.
- Implement Enabling Technology: For Phase 1, this includes the Oracle HCM suite for payroll and HR.
- Centralize Transactional Activities: For both payroll and HR functions, there are many transactional activities that can be centralized. Subject matter experts from payroll, HR, medical centers and academic personnel have defined the specific processes that can be centralized into the UCPath Center.
- Streamline and Standardize Processes: There is no need for all UC campuses to continue to “reinvent the wheel.” With a single technology platform, UC will be able to implement streamlined processes that are the same for every location. Payroll, HR and academic personnel SMEs from all locations have collaborated in the development of standard business processes that meet all locations’ needs.
Each of these components is critical to the success of the other two. Taken together, they will allow the University to become significantly more efficient in its payroll and HR operations.
Deliver higher quality service with increased efficiency and accuracy.
Achieve sustainable long-term cost savings by standardizing and simplifying common business processes and technology infrastructure systemwide.
Improve UC’s ability to respond to changing business and reporting needs.
Alignment with UC’s mission of teaching, research and service.

9. When UCPath is Complete…
When Complete…
There will be a single payroll and HR solution for all employees UC-wide.
HR, payroll and academic personnel transactional processes will be simplified and consistent across all UC locations.
A strong and flexible infrastructure which enables future growth and improvement, meets the core needs of each location, and improves service quality, accuracy and efficiency.
Standard technology, consistent business processes, and a shared services center will deploy a common foundation and enable future capabilities, efficiencies and savings across the UC system.
Back office (transactional) processes will be centralized at the UCPath Center.
Dedicated customer support staff will provide accurate and timely information by phone, and, eventually, chat.
Employees will have access to their job and employee information and be able to make changes via online self service.
Payroll processing will be real-time, automated, efficient and accurate.
Consistent, quality data will be readily available to improve analytical reporting and decision making.

10. Who are the stakeholders?

11. Governing Bodies Executive Steering Team Management Workgroup
Executive Sponsors
Peter Taylor
Nathan Brostrom
Executive Steering Team
Monir Ahmed, UC Merced
Gretchen Bolar, UC Riverside
Wendell Brase, UC Irvine
Susan Carlson, UCOP
Ron Cortez, UC Santa Barbara
Dwaine Duckett, UCOP
David Ernst, UCOP
Erin Gore, UC Berkeley
Sarah Latham, UC Santa Cruz
John Meyer, UC Davis
Jack Powazek , UCLA
Steve Relyea , UC San Diego
Dan Sampson, UCOP
Barrie Strickland , UCSF
Management Workgroup
Mike Allred, UC Davis
Rich Andrews, UC Irvine
Allison Baird-James, UCLA
Mike Baptista, UCOP
Steve Chilcott, UC Davis MC
Paul Craig, UC San Diego MC
David Curry, UCLA
Tricia Hiemstra, UC Santa Barbara
Sheryl Ireland, UC Merced
Gwen Lake, UCLA MC
Don Larson, UC San Diego
Mary Doyle, UC Santa Cruz David Odato , UCSF
Jeannine Raymond, UC Berkeley
Chuck Rowley , UC Riverside
Dan Sampson , UCOP
Nancy Tanaka, UCOP
Paul Weiss , UCOP Peter Woon, UC Irvine MC
Practices Board
Change Control Board
UCPath Center Advisory Board

12. Program Managers & Local Team
UCSD Program Management Office
Susan Eng – Technology Project Manager
Kian Colestock - Financial Systems Director/IT Strategy
Barbara Angeletti - Communication Lead
Kelly Aranaz - Project Coordinator
UCSD Core Program Team
This team works with and extended team of subject matter experts (SMEs) and leadership teams to assist with the UCPath implementation and launch.
Kelly Maheu – APO System Design & Business Process Lead
Courtney Morris - Medical Center Compensation/Benefits System Design & Business Process Lead
Don Portugal - Medical Center Business Applications Technical Lead
Ray Rodriguez – Human Resources System Design & Business Process Lead
Pearl Trinidad – Payroll System Design & Business Process Lead
Program Mgrs
Jennifer Bellenger, UC Berkeley
Radhika Prabhu, UC Davis
Penny White, UC Irvine
LeAnn  Story, UCLA
Kim Groesbeck, UC Merced
Josh Bright, UC Riverside
Antoinette Hock, UC San Diego
Deb Nickkel, UCSF
Maria Ayllon, UC Santa Barbara
Laurie Eppler, UC Santa Cruz
Gale Sheean-Remotto, UCOP

13. Stakeholders

14. What is it?

15. What is UCPath? Two distinct efforts with different objectives
Related through standardization and simplification
Accomplished through the completion of many projects

16. Program Focus Areas The UCPath program has five focus areas.5
The UCPath program has five focus areas.
Implement enabling technology
PeopleSoft
Campus business systems
Streamline/standardize system-wide business processes
Streamline /standardize campus business processes
Centralize transactional activities
Prepare campus for change
Each focus area has many projects and each project has many work packages
Areas provide foundation for planning and communication 4 1 3 2

17. Program Focus Areas w/Projects
Technology
System wide Processes
Campus Processes
UCPath Center
Training/Comm
Interfaces
Legacy Data Conversion
GL/Financial Integration
ODS
DWH
Campus QA Environment
Identity/ Access Mgmt
Bi-weekly Payroll Conversion
Composite Benefit Rates
Reporting
System Testing
Factored Leave
Transition Readiness
Business process mapping
Configuration work sessions
Conference Room Pilots
All activities associated with campus readiness with respect to interactions with the UCPath Center
Facility build out
Technology selection
Staffing and training
Communications
Training
Change Management

18. How is the program implemented?

19. A “wave” consists of a small group of UC campuses and medical centers.
Phases & Waves
Implemented in phases
Human resources and payroll
Time and attendance
Integrated portal and system-wide data warehouse
Rolled out in waves:
Manage risk
Build momentum
Provide proof of success
A “wave” consists of a small group of UC campuses and medical centers.

20. Phases
UCPath is here

21. Campuses by Waves

22. Where are we in the program?

23. Program Status: Technology
Project
Update
Legacy Data Conversion
UCSD will begin data conversion. Project planning and team identification is in progress
GL/Financial Integration
Functional designs are complete. Consultant (Huron) is answering any remaining design questions and developing technical designs. All campuses responding to any RFIs.
Interfaces
All campus teams are reviewing functional designs (FDDs) and gap resolutions. Issues are being tracked. FDDs to be complete in late December.
Operational Data Store (ODS)/ Data Warehouse
All campus teams are reviewing functional designs as well as approved DDLs. Issues are being tracked. Data mapping is in review and critical data element research and selection identification is in progress.
Campus QA Environment
Mainframe work is almost complete - work continues on setting up jobs. Linux environment in progress.
Identity/Access Management
All campus teams are reviewing functional designs and weekly meetings are being held. UCSD will require a version update of SSO tools (Shibboleth & SAML). Planning for that work is in progress. IDM design is expected to complete in early January.
Bi-Weekly Payroll Conversion:
Information has been posted to the UC San Diego UCPath Blink site. This site continues to be up-dated with the latest information from the Payroll office
Upcoming Projects
Composite Benefit Rates, Reporting, System Testing, Transition Readiness, and Factored Leave Accrual

24. Operational Data Stores
Operational Data Store (ODS) need identified
You will hear about the DDODS – it’s a UCPath product, built to support the dissemination of HR, Payroll and benefits data to all of the locations in a manner that supports network and security topologies.
The HCM database, Data Dissemination ODS and HR Analytics ODS are shared resources.
Providing all UC Locations direct access to all or some of those resources would negatively impact the availability of those resources
Extracting data from any of those resources by each UC Location may expose sensitive data as it traverses the Internet, CENIC/CalREN/DC and Location networks
The repositories would be behind 3 or more firewall layers
Establishing direct connections may impair security measures
Traversing multiple firewalls may introduce significant latency
All ODS databases use same DDL
Promotes consistency and versioning
Easier population

25. Program Status: System wide Processes
Project
Update
Conference Room Pilots
Main purpose to gain better understanding of the system design (configuration) and functionality using UCPath values
Completed in October
Configuration Work Sessions
Main purpose to obtain business acceptance of the functionality of the system
Business Process Mapping
96 maps in all
Completion of all documentation, except commitment accounting, expected in January 2013

26. Program Status: Campus Processes
Project
Update
Planning
A small team representing campus will begin the planning for campus activities associated with campus business processes and integration of those processes with the UCPath Center
Planning will address other items associated with campus readiness
It is expected that core team will be expanded once team charter, goals, etc… are established

27. Scope of Services
*Center of Expertise – Includes strategy, policy, and program design.
Excludes systemwide operational support (e.g. RASC, IT Shared Services)
**mass transactions are bulk system data changes effecting large numbers of employees (e.g. re-organizations, mass merit increases, etc.)

28. Program Status: UCPath Center
Project
Update
Facility
The building purchase has been finalized and the exact location will be announced soon.
Staffing
UCPath Center information sessions continue to be scheduled at campus locations.
Job descriptions are posted on the UCPath site.
Job postings originally scheduled for November 1 have been to November 26 to allow for further preparation of the vendor, applicant tracking system, and other considerations. Initial job openings have a start date of April 1, 2013.
Staffing will ramp-up with waves. Wave 1 will have 156 employees, eventually ramping up to employees. UC employees have priority over external candidates
Technology
A full-day meeting was held with Enwisen and Oracle technical staff to discuss a preliminary approach to single sign on and resolve outstanding technical issues.
The tech team has begun a technology search for workforce scheduling and UCPath Center check printing

29. UCPath Center Organization Wave1
UCPath Center Organizational Structure — Go-Live (Wave 1)
UCPath Center Organization Wave1

30. Program Status: Communications & Training
Project
Update
Training
Data and technical requirements for training are being identified.
The UCOP team continues to develop the course catalog.
Training efforts are focused on Wave 1 campuses; however all campuses will be included in activities that have system-wide (regardless of wave) impacts/ decisions.
UCOP Communications
Monthly communication themes are being developed; currently the list is in draft format.
The UCSD PMO will develop a corresponding list that will reinforce UCOP’s themes, as well as address issues specific to our campus.
UCSD Communications
The Blink site experienced 4,900 visits following the campus notice about the up-coming bi-weekly payroll conversion. Web traffic peaked on the Friday and Monday following the announcement, registering 1,800 and 1,400 daily visits respectively.
Blink will continue to be updated/maintained and is the main source for UC San Diego UCPath information.

31. Program Status: PMO Project Update Budget
Initial budget projects are being revised in light of new information with respect to scope, new technology approaches and more detailed scope information
Planning to compare this to early adopter program numbers (as best as possible since many things have changed)
Team Structure
Working on necessary team structure across all workstreams/projects in anticipation of April 2013 kick-off
Will be shared and campus will be asked for guidance/assistance
Governance
Current campus governance structure will be reviewed to ensure that the right composition is in place and that communications “network” is sufficient.
Project Foundations
Developing project pages for Blink
Building out team SharePoint site (program/project dashboards, site for Erwin diagrams, other database information)

32. When is this happening?

33. Phase 1 Timeline

34. Dates to Remember Milestone Date Ongoing 05/2012 07/2013 04/2013
Wave 1 Design Activities/ Wave 2 Pre-activities
Ongoing
UCPATH Center Location Announcement
05/2012
Wave 1 Go-live, including UCPATH Center
07/2013
Wave 2 Kickoff and Planning
04/2013
Wave 2 Config, Setup, Build and Gap Resolution
05/2013 – 09/2013
Wave 2 Test
10/2013 – 02/2014
Wave 2 Transition/Readiness
03/2014
Wave 2 Go-live, including UCPATH Center
04/2014

35. How can you help?

36. How You Can Assist Stay informed Ask questions Commit/Engage
Blink site
Communication events
Invite UCPath PMO to department meetings
Ask questions
FAQS are posted on the new Blink site. If your question isn’t answered, let us know!
Commit/Engage
Help spread the message
UCPath and UCPath Center activities need to be a priority
Be part of campus “readiness”
Help us help you: share any ideas

37. UC San Diego Commitments
Activities surrounding UCPath and UCPath Center need to be given priority
New programs being proposed may need to be delayed
Resources must be focused and re-prioritized if necessary
Work is immediate and ongoing regardless of implementation timing
Campus leaders must be engaged, committed and prepared for business transformation in anticipation of UCPath Center
UCPath Center will affect current organizational design
Impact to staffing through reductions and/or retraining
Transition planning
All stakeholders need to get and stay engaged

38. How do I get more information?

39. Many Sources of Information

40. UC Website

41. UCSD Blink Site