Presentation on theme: "UCPath: Transforming the Way Business is Done"— Presentation transcript:
1UCPath: Transforming the Way Business is Done November 2012
2Agenda 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?
4The IssuePPS 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 supportLocal customizations have made system updates and maintenance difficultPPS 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 processesReduces inefficienciesStreamlines system functionality, support, and scalability
5Payroll Current StateHow many employees do payroll specialists support?
6HR Current StateHow many employees do HR staff support?
7UC-wide HR/APO/Timekeeping annualexpensesstrategic and consultative6,000190,000$500 millionemployeesemployees servedtransaction and advisory80%20%timespent
8The SolutionImplement Enabling TechnologyStreamline and Standardize ProcessesCentralize Transactional ActivitiesReplace 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.
9When 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.
11Governing Bodies Executive Steering Team Management Workgroup Executive SponsorsPeter TaylorNathan BrostromExecutive Steering TeamMonir Ahmed, UC MercedGretchen Bolar, UC RiversideWendell Brase, UC IrvineSusan Carlson, UCOPRon Cortez, UC Santa BarbaraDwaine Duckett, UCOPDavid Ernst, UCOPErin Gore, UC BerkeleySarah Latham, UC Santa CruzJohn Meyer, UC DavisJack Powazek , UCLASteve Relyea , UC San DiegoDan Sampson, UCOPBarrie Strickland , UCSFManagement WorkgroupMike Allred, UC DavisRich Andrews, UC IrvineAllison Baird-James, UCLAMike Baptista, UCOPSteve Chilcott, UC Davis MCPaul Craig, UC San Diego MCDavid Curry, UCLATricia Hiemstra, UC Santa BarbaraSheryl Ireland, UC MercedGwen Lake, UCLA MCDon Larson, UC San DiegoMary Doyle, UC Santa Cruz David Odato , UCSFJeannine Raymond, UC BerkeleyChuck Rowley , UC RiversideDan Sampson , UCOPNancy Tanaka, UCOPPaul Weiss , UCOP Peter Woon, UC Irvine MCPractices BoardChange Control BoardUCPath Center Advisory Board
12Program Managers & Local Team UCSD Program Management OfficeSusan Eng – Technology Project ManagerKian Colestock - Financial Systems Director/IT StrategyBarbara Angeletti - Communication LeadKelly Aranaz - Project CoordinatorUCSD Core Program TeamThis 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 LeadCourtney Morris - Medical Center Compensation/Benefits System Design & Business Process LeadDon Portugal - Medical Center Business Applications Technical LeadRay Rodriguez – Human Resources System Design & Business Process LeadPearl Trinidad – Payroll System Design & Business Process LeadProgram MgrsJennifer Bellenger, UC BerkeleyRadhika Prabhu, UC DavisPenny White, UC IrvineLeAnn Story, UCLAKim Groesbeck, UC MercedJosh Bright, UC RiversideAntoinette Hock, UC San DiegoDeb Nickkel, UCSFMaria Ayllon, UC Santa BarbaraLaurie Eppler, UC Santa CruzGale Sheean-Remotto, UCOP
15What is UCPath? Two distinct efforts with different objectives Related through standardization and simplificationAccomplished through the completion of many projects
16Program Focus Areas The UCPath program has five focus areas. 5The UCPath program has five focus areas.Implement enabling technologyPeopleSoftCampus business systemsStreamline/standardize system-wide business processesStreamline /standardize campus business processesCentralize transactional activitiesPrepare campus for changeEach focus area has many projects and each project has many work packagesAreas provide foundation for planning and communication4132
17Program Focus Areas w/Projects TechnologySystem wide ProcessesCampus ProcessesUCPath CenterTraining/CommInterfacesLegacy Data ConversionGL/Financial IntegrationODSDWHCampus QA EnvironmentIdentity/ Access MgmtBi-weekly Payroll ConversionComposite Benefit RatesReportingSystem TestingFactored LeaveTransition ReadinessBusiness process mappingConfiguration work sessionsConference Room PilotsAll activities associated with campus readiness with respect to interactions with the UCPath CenterFacility build outTechnology selectionStaffing and trainingCommunicationsTrainingChange Management
19A “wave” consists of a small group of UC campuses and medical centers. Phases & WavesImplemented in phasesHuman resources and payrollTime and attendanceIntegrated portal and system-wide data warehouseRolled out in waves:Manage riskBuild momentumProvide proof of successA “wave” consists of a small group of UC campuses and medical centers.
23Program Status: Technology ProjectUpdateLegacy Data ConversionUCSD will begin data conversion. Project planning and team identification is in progressGL/Financial IntegrationFunctional designs are complete. Consultant (Huron) is answering any remaining design questions and developing technical designs. All campuses responding to any RFIs.InterfacesAll 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 WarehouseAll 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 EnvironmentMainframe work is almost complete - work continues on setting up jobs. Linux environment in progress.Identity/Access ManagementAll 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 officeUpcoming ProjectsComposite Benefit Rates, Reporting, System Testing, Transition Readiness, and Factored Leave Accrual
24Operational Data Stores Operational Data Store (ODS) need identifiedYou 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 resourcesExtracting data from any of those resources by each UC Location may expose sensitive data as it traverses the Internet, CENIC/CalREN/DC and Location networksThe repositories would be behind 3 or more firewall layersEstablishing direct connections may impair security measuresTraversing multiple firewalls may introduce significant latencyAll ODS databases use same DDLPromotes consistency and versioningEasier population
25Program Status: System wide Processes ProjectUpdateConference Room PilotsMain purpose to gain better understanding of the system design (configuration) and functionality using UCPath valuesCompleted in OctoberConfiguration Work SessionsMain purpose to obtain business acceptance of the functionality of the systemBusiness Process Mapping96 maps in allCompletion of all documentation, except commitment accounting, expected in January 2013
26Program Status: Campus Processes ProjectUpdatePlanningA small team representing campus will begin the planning for campus activities associated with campus business processes and integration of those processes with the UCPath CenterPlanning will address other items associated with campus readinessIt is expected that core team will be expanded once team charter, goals, etc… are established
27Scope 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.)
28Program Status: UCPath Center ProjectUpdateFacilityThe building purchase has been finalized and the exact location will be announced soon.StaffingUCPath 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 candidatesTechnologyA 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
29UCPath Center Organization Wave1 UCPath Center Organizational Structure — Go-Live (Wave 1)UCPath Center Organization Wave1
30Program Status: Communications & Training ProjectUpdateTrainingData 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 CommunicationsMonthly 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 CommunicationsThe 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.
31Program 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 informationPlanning to compare this to early adopter program numbers (as best as possible since many things have changed)Team StructureWorking on necessary team structure across all workstreams/projects in anticipation of April 2013 kick-offWill be shared and campus will be asked for guidance/assistanceGovernanceCurrent campus governance structure will be reviewed to ensure that the right composition is in place and that communications “network” is sufficient.Project FoundationsDeveloping project pages for BlinkBuilding out team SharePoint site (program/project dashboards, site for Erwin diagrams, other database information)
36How You Can Assist Stay informed Ask questions Commit/Engage Blink siteCommunication eventsInvite UCPath PMO to department meetingsAsk questionsFAQS are posted on the new Blink site. If your question isn’t answered, let us know!Commit/EngageHelp spread the messageUCPath and UCPath Center activities need to be a priorityBe part of campus “readiness”Help us help you: share any ideas
37UC San Diego Commitments Activities surrounding UCPath and UCPath Center need to be given priorityNew programs being proposed may need to be delayedResources must be focused and re-prioritized if necessaryWork is immediate and ongoing regardless of implementation timingCampus leaders must be engaged, committed and prepared for business transformation in anticipation of UCPath CenterUCPath Center will affect current organizational designImpact to staffing through reductions and/or retrainingTransition planningAll stakeholders need to get and stay engaged