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UCPath: Transforming the Way Business is Done

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Presentation on theme: "UCPath: Transforming the Way Business is Done"— Presentation transcript:

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. ~~~~~~~~~~~~ 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

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