1. University of California UCPath Project Orientation and Design Session Kick-off

2. U N I V E R S I T Y O F C A L I F O R N I A 2 Agenda Project Goals and Objectives Project Scope Project Structure and Governance Project Ground Rules Project Timeline Next Steps: Process Design Questions and Answers

3. U N I V E R S I T Y O F C A L I F O R N I A 3 Project Goals and Objectives Implement modern technology and tools for managing UC’s workforce Simplify and standardize HR, Payroll, and Academic Personnel administrative processes Improve efficiency and service quality through new approaches to service delivery Achieve long-term, sustainable cost savings Mission: To achieve sustainable long-term cost savings and improve service quality through more effective and efficient business processes, improved technology, and a new approach to HR/APO and payroll service delivery. Vision: Administrative excellence at a level on par with UC’s academic enterprise. Mission: To achieve sustainable long-term cost savings and improve service quality through more effective and efficient business processes, improved technology, and a new approach to HR/APO and payroll service delivery. Vision: Administrative excellence at a level on par with UC’s academic enterprise.

4. U N I V E R S I T Y O F C A L I F O R N I A 4 Guiding Principles Achieve sustainable long-term cost savings by standardizing and simplifying common business processes and technology infrastructure across the UC system. Provide enhanced service delivery with increased efficiency and improve UC’s ability to respond to changing business and reporting needs. Begin to show benefits as soon as possible.

5. U N I V E R S I T Y O F C A L I F O R N I A 5 Project Scope Replace PPS with Oracle’s PeopleSoft payroll and HR systems. Standardize and streamline all related payroll and HR/APO business processes UC-wide. Centralize transactional payroll and HR/APO processes to be more efficient, higher quality and less costly. Implement Enabling Technology Centralize Transactional Activities Streamline and Standardize Processes Future State Payroll and HR Service Delivery Higher Quality More Efficient Lower Cost Future State Payroll and HR Service Delivery Higher Quality More Efficient Lower Cost

6. U N I V E R S I T Y O F C A L I F O R N I A 6 Project Scope and Phasing Integrated Portal HRMS Time & Attendance Phase 1 Phase 2 Phase 3 Campus / Medical Center Systems Campus / Medical Center Portals & Systems Identity Management Financials SIS Data Warehouse GL Integration Data Warehouse Payroll System Health & Welfare integration and selected HR functionality expansion

7. U N I V E R S I T Y O F C A L I F O R N I A 7 When This Project is Complete… There will be a single payroll and HR solution for all UC employees. Employees will have access to their information and be able to make changes using online self service. Dedicated customer support staff will provide accurate and timely information by phone, email or chat. Payroll processing will be real-time, automated, efficient and accurate. HR, payroll and academic personnel transactional processes will be simplified and consistent across all UC locations. UC will deliver higher quality payroll and HR services at a substantially lower cost.

8. U N I V E R S I T Y O F C A L I F O R N I A 8 Project Structure and Governance Strategy Approach Methodology Coordination

9. U N I V E R S I T Y O F C A L I F O R N I A 9 Central/Local Resources & Activities Central Resources & Activities Central PMO – UC Project Manager – Oracle Project Manager – PMO Team Implementation Lead – Planning & Business Requirements Lead – Configuration and Development Lead – Data Lead – Testing Lead Technology Lead – Enterprise Architect – Data Architect – Shared IT Services Manager – Identity & Access Management Lead – Migration Lead Change Management & Communications Lead – Training Lead Local Resources & Activities Local Leadership Team – HR/APO Leadership – Payroll Leadership – IT Leadership Local PMO – PMO Project Manager – Project Coordinator – Communications Lead Planning & Requirements – HR/APO Subject Matter Experts (SMEs) – Payroll SMEs – IT SMEs Configuration & Development – Functional SMEs – Technical SMEs Data Clean-up – Functional SMEs – Technical SMEs Interface and Conversion – Functional SMEs – Technical SMEs Testing – Functional SMEs – Technical SMEs

10. U N I V E R S I T Y O F C A L I F O R N I A 10 Shared Technology Services Group Supports Technical Project Efforts Linked directly to the Project Management Office and ITLC. Operational responsibility for technical architecture, technical operations, migrations, interoperability, interfaces, and data management. Supports technical aspects of testing and data conversion/cleansing.

11. U N I V E R S I T Y O F C A L I F O R N I A 11 Input from Service Management Work Group UCPath Delivery and Design Parallel Effort and Activities Linked directly to the Project Management Office and Management Workgroup. Develops the recommendations for the Payroll/HR/APO functions and processes to be performed within the UCPath Center and the detailed design of the UCPath Center organization. Input from Service Delivery Design Team

12. U N I V E R S I T Y O F C A L I F O R N I A 12 Project Structure and Governance Project Management Office Monir Ahmed – UCM Susan Carlson – UCOP David Ernst – UCOP Steve Relyea – UCSD Christina Valentino - UCSC Gretchen Bolar – UCR Ron Cortez – UCSB John Meyer – UCD Dan Sampson – UCOP John Wilton - UCB Wendell Brase – UCI Dwaine Duckett – UCOP Jack Powazek – UCLA Barrie Strickland - UCSF Mike Allred – UCD Mike Baptista – UCOP Karl Heins – UCSB Don Larson – UCSD Pat Price – UCI Dan Sampson – UCOP Peter Woon – UCI MC Rich Andrews – UCI Dave Curry – UCLA Sheryl Ireland - UCM Char Moreno - UCSC Jeannine Raymond – UCB Nancy Tanaka - UCOP Allison Baird-James – UCLA Gwen Lake – UCLA MC David Odato – UCSF Chuck Rowley – UCR Paul Weiss - UCOP

13. U N I V E R S I T Y O F C A L I F O R N I A 13 Project Structure and Governance

14. U N I V E R S I T Y O F C A L I F O R N I A 14 Project Ground Rules Maximizing Efficiency and Effectiveness To drive a lower long-term cost of ownership, we will implement software as one standard UC configuration and change our processes to fit whenever possible. All locations will have the same processes for HR, payroll and academic personnel. For all locations: Data definitions will be the same Policy implementation will be the same Transformational Change Past practices will not dictate future practices. Where efficient and effective, we will centralize transactional processes. If a desired process change is not aligned with existing policy, we will examine the policy and take action to change it if viable. Maintaining Strong Momentum We will maintain strong momentum and a sense of urgency in order to achieve benefits quickly. All locations will have an internal project governance structure that enables timely decisions, communication and execution of project deliverables. Mission: To achieve sustainable long-term cost savings and improve service quality through more effective and efficient business processes, improved technology, and a new approach to HR/APO and payroll service delivery. Vision: Administrative excellence at a level on par with UC’s academic enterprise. Mission: To achieve sustainable long-term cost savings and improve service quality through more effective and efficient business processes, improved technology, and a new approach to HR/APO and payroll service delivery. Vision: Administrative excellence at a level on par with UC’s academic enterprise.

15. U N I V E R S I T Y O F C A L I F O R N I A 15 University-Wide Objectives and Outcomes As governance body or project team members, we will: Put the interests of the entire University first Consider issues from local, functional and systemwide perspectives Be open to alternative approaches and new ideas Be advocates for the project objectives at our locations, among our peers and on behalf of the University Teamwork We will make decisions, complete homework and provide input within agreed-upon schedules. We will make decisions quickly, recognizing that at some point debate must be concluded. We will not always agree, but we will support the decision that is made. Communication We will communicate honestly, actively and transparently with: Our project team members Our functional peers systemwide Our colleagues and stakeholders locally Our local and systemwide leadership Project Ground Rules

16. SepOctNovDecJanFebMarAprMayJunJulAugSepOctNovDecJan Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Month 13 Month 14 Month 15 Month 16 Month 17 2011 2012 2013 Integration and Conversion Strategy Technical Designs (Conversions, Interfaces…) Performance Testing End User Training Payroll Parallel Testing Data Mapping for Conversion User Acceptance Testing Build & Unit Test (Interfaces, Conversions...) Design Sessions Configure Application Data Cleanup Functional Designs Prepare SIT Scenarios System Integration Testing (SIT) Update Business Process Maps HR/APO SMEs Payroll SMEs Mostly Functional Activities * Mostly Technical Activities * Project Teams & Activities Training Project Timeline Prod Cutover * Each Key activity will be led by UC and Oracle experts from PMO

17. U N I V E R S I T Y O F C A L I F O R N I A 17 Organizational & Personal Features of Change Current State Shared Vision for Change Organizational Readiness Change Strategy Communication Culture & Behaviors Executive Sponsorship Individual & Team Development Realizing Designing Leading Beginning Exploring Ending Organizational Personal Future State

18. U N I V E R S I T Y O F C A L I F O R N I A 18 Change and Communication Management Managing the people side of the project Each location will have a communications contact Project teams will participate actively in change efforts and activities Initial framework and strategies under development Framework will: ― Be iterative ― Solicit input from all levels and locations ― Adjust to support unique location culture and needs ― Welcome members of various location teams

19. U N I V E R S I T Y O F C A L I F O R N I A 19 Need Information? Working Smarter Website Project communication contact at each location —working closely with local communication team Local communication team will develop communication plan to support their campus or medical center Straightforward and timely information for changes that impact work processes, jobs, roles and organization Weekly updates for project team posted to SharePoint Email listserv for stakeholders to ensure up-to-date information on project status, issues and next steps News stories at milestones http://workingsmarter.universityofcalifornia.edu/projects/payroll-personnel-system/overview/

20. U N I V E R S I T Y O F C A L I F O R N I A 20 Next Steps: Process Design HR, APO, Payroll experts from each location Sessions begin Tuesday, October 11 Initial design sessions run through mid-November 3 Days a week (Tuesday, Wednesday, Thursday) In locations near UCOP offices in Oakland Goal is to identify standard UC business processes for initial configuration values Teams will review UC business processes and standard processes This is NOT the only time we will conduct design sessions, process will be iterative

21. U N I V E R S I T Y O F C A L I F O R N I A 21 Next Steps: Process Design Review the design calendar and schedule Come to sessions with an open mind Ask questions if you have them Bring your experience and knowledge Come with a clear view of how things are done today Be ready to embrace new ways of doing things Be prepared to provide communication to your location as well as the central project team

22. U N I V E R S I T Y O F C A L I F O R N I A 22 Questions? You may also send questions or offer input by sending email to: pps.initiative@ucop.edu http://workingsmarter.universityofcalifornia.edu/projects/payroll-personnel-system/overview/