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UCPath: Transforming the Way Business is Done November 2012.

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Presentation on theme: "UCPath: Transforming the Way Business is Done November 2012."— 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? 2

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 4

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

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

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

8 The Solution 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. 8 Implement Enabling Technology Streamline and Standardize Processes Centralize Transactional Activities

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.

10 Who are the stakeholders?

11 Governing Bodies 11 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 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 Practices Board Change Control Board UCPath Center Advisory Board

12 Program Managers & Local Team 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 12 Program Mgrs 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

13 Stakeholders 13

14 What is it?

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

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

17 Program Focus Areas w/Projects 17 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 TechnologySystem wide ProcessesCampus ProcessesUCPath Center 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 Training/Comm

18 How is the program implemented?

19 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. 19

20 Phases 20 UCPath is here

21 Campuses by Waves

22 Where are we in the program?

23 Program Status: Technology ProjectUpdate 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. 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 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 ProjectsComposite Benefit Rates, Reporting, System Testing, Transition Readiness, and Factored Leave Accrual 23

24 Operational Data Stores 24 Operational Data Store (ODS) need identified

25 Program Status: System wide Processes ProjectUpdate 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 Completed in October Business Process Mapping 96 maps in all Completion of all documentation, except commitment accounting, expected in January

26 Program Status: Campus Processes ProjectUpdate 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 26

27 Scope of Services 27 *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 ProjectUpdate 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, 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 28

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

30 Program Status: Communications & Training ProjectUpdate 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. 30

31 Program Status: PMO ProjectUpdate 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) 31

32 When is this happening?

33 Phase 1 Timeline 33

34 Dates to Remember 34 MilestoneDate 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 –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 36

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 37

38 How do I get more information?

39 Many Sources of Information 39

40 UC Website 40

41 UCSD Blink Site 41


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