The Value of Keeping Current Selective Adoption- The Value of Keeping Current 101360 Kris Krause Business Systems Consultant Wells Fargo & Co Kris.Krause@WellsFargo.com

Contact Information: Kris Krause Business Systems Consultant PeopleSoft Administration & Strategy Wells Fargo & Co kris.krause@wellsfargo.com

Agenda About Wells Fargo History with Selective Adoption PS Image Strategy PS Image Process Value of PeopleSoft & Selective Adoption Future Plans & Opportunities

About Wells Fargo Wells Fargo & Company (NYSE: WFC) is a diversified, community-based financial services company with $1.9 trillion in assets. Founded in 1852, Wells Fargo provides banking, insurance, investments, mortgage, and consumer and commercial financial services through more than 8,600 locations, 13,000 ATMs, online (wellsfargo.com), and mobile devices. Employees: 269,000+ team members in 36 countries and territories across our more than 90 businesses Early Adopter: Initially installed PeopleSoft version 2.0 in 1993 Modules: HR, Payroll for NA, Benefits Administration, eRecruit, and related Self-Service Apps and HR Help Desk. Home-grown Manager Self-Service App. Stay Current Strategy: With the upgrade to HCM 9.2, Wells Fargo committed to staying current, by applying two PUM images per year. Current Installation: HCM: 9.2.19 CRM: 9.2.12 PT: 8.55.16 Database: DB2

History with Selective Adoption Started exploring Selective Adoption before we decided to upgrade Started conversations about what that really means to Business and Technology? Used Selective Adoption to justify upgrading to 9.2 Promised business partners no more upgrades, ever! Upgraded from 8.9 to 9.2 18 month project Revisited and justified customizations before they were carried forward Went live May 2014 HCM implementation remains heavily customized; CRM is mostly vanilla HR Help Desk (CRM)- Upgrade deferred upgrade until 2016

PS Image Strategy Get “current” on all applications semi-annually (install PI 22 in October) All apps, whether we use them or not Pull Tax Release into separate project Incorporated into our existing major releases Use CFO (Cumulative Feature Overview)/Release notes to understand new functionality Focus is on functionality changes and enhancements not individual bug fixes Communicate new functionality to Business and Application teams Application Team and Business partners determine what new features they will uptake in the current release and what to defer

PS Image Strategy PI Team reviews Compare Reports in a team setting Focus on code collisions Makes decisions on what customizations need to be removed, reapplied, or reworked We test new functionality and our reapplication of customizations Rely on regression test to catch problems with bug fixes Regression tests are executed in both the Dev and IFT environments Regression tests are both automated and manual PI development and testing is completed before Release Development starts

PS Image Process Dedicated PI team each release Lead Analyst and Lead Developer Representation of an Analyst and Developer from each App teams We base our process on compare reports Cross-functional tech team focuses on code collisions/structure changes Team analyze customizations, reapply as needed Run automated regression test scripts Release Development begins after the new code base and reapplies are in the Development Environment Phire used for source code management and migration

Financial Benefit Flexibility User Interface Supportability Value of PS & Selective Adoption Financial Benefit Flexibility User Interface Supportability

Financial Leverage the PeopleSoft products we already own All HR costs are approximately $70 /person a year Experienced onsite staff Well established infrastructure Allows you to be your own ‘Cloud’ provider with More control Less cost

Flexibility We customize to create tangible business benefits or to make up for product deficiencies We are highly customized Standards to ensure customizations are Visible, Isolated, and Reusable Customizations are governed to ensure maintainability Understand the breakpoint at which it becomes cheaper to build and maintain an extension than to create and maintain a customization of delivered code Opportunities to turn ‘our’ customizations into new delivered features Ability to take on new functionality when it’s delivered and as it’s needed Ability to take in fixes as they are released Ability to influence future features and enhancements- Ideas Page

User Interface Fluid Interface- Modern look and feel Optimized for all devices Guided Self-Service Activity Guides

Supportability Leverage semi-annual release schedule Improved Lifecycle tools Installation/Infrastructure Tool Improvements Improved vendor support

Future Plans & Opportunities Engaging business partners at all levels of the organization Work both ends of the chain to ensure new functionality is on the roadmap Agreement on principles, process, and governance around implementation of Fluid applications Partnering with the business to engage with PeopleSoft when functionality gaps exist Pushing the ‘Why not PeopleSoft’ approach when doing RFP’s Regression Testing is critical Opportunities still exist to make it cheaper and faster

Questions?

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