Workday Leadership Summit - Denver · PDF fileThis multi -year program will implement a new...

Workday Leadership Summit

February 29, 2016

Welcome

Agenda

• Project Overview and Timeline • Role of Change Management • Governance Committee • Demo of Workday System and Examples of

Key Changes • Summit Review and Feedback• Going Forward• Other Discussion Items

Purpose

• To keep you informed on the project• To get your thoughts around decisions that have

been made• Ensure that you as leaders are aware of who

needs to be involved and when• “Do I have the right people involved?”• “Do I need to be involved? If so, when and for what?”

Why Workday?

Enable us to be faster, smarter,

and more efficient in the way we

work

Reduce manual workloads and streamline business

processes while maintaining accurate data

Provide a friendly, easy to access user experience

Permit employees to securely manage their personal and work information anytime, from anywhere, and on any

device.

Project Update

This multi-year program will implement a new Enterprise Cloud Applications called Workday for the City and County of Denver, including Denver International Airport.

This solution includes the replacement of the PeopleSoft for:• Human Resources• Purchasing• Payroll and • Financials applications.

This program will redefine how our departments do business, impacting all employees of the City and County of Denver. It is targeted to go live in 2017.

Workday is a SaaS solution, offering a unified platform, increased user experience, configurable application.

Sierra-Cedar will provide professional services for the deployment of the Workday software.

Human Capital Management (HCM)

Procurement Finance (GL, AR, AP

Projects, Grants, Fixed Assets)

Payroll Benefits Core Compensation

Talent/Performance Management

Employee and Manager Self Service

Standard Reports Change Management

Project Scope

Project Team MembersExecutive Sponsors

Project Team Members-Governance

Project Team Members –Implementation

Project Team Members –Communication

• Weekly Status Meetings (30-60 minutes)• Semi-Monthly Executive Steering Committee

Meetings (1 hour)• Milestone Reviews (2 - 4 hours)

– Design Reviews– Business Process Review

• Workday Website– www.denvergov.org/workday

Communication

Plan Architect Configure & Prototype Test Deploy

Project Management, Change Management, Knowledge Transfer & Training

Project Team Assembled

Project Plan and Charter

Communication Plan

Initial Prototype Tenant (P0)

Project Kick-off

Conceptual Designs

Detailed Business Process Design

Integrations & Reports Discovery

Review & Approve Design

Solution & Gap Analysis

Configuration Prototype Tenant (P1)

Unit Test, Validate Configuration

Build Integrations & Reports

Final Configuration Prototype Tenant (P2)

Create System & UAT Test Cases

End to End Test

Prototype Tenant (P3)

User Acceptance Test (UAT)

Parallel Testing

Training

Tenant (Gold)

Production Data Conversion & Configuration

Go-Live Checklist

Go-Live!

Post-Production Support

Close-Out

Methodology

Delivery Assurance

Framework forSuccess

Go-Live

2015 2016 2017

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

Jul

Business Process Alignment

Stage 1 – Plan

Stage 2 - Architect

Stage 3–Configure & Prototype

Stage 4 – Test

Stage 5 – Deploy

PM and CM

We Are Here!

HCM/Payroll Timeline

Go-Live

2015 2016 2017

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

Jul

HCM/Payroll Phase

Stage 1 – Plan

Stage 2 - Architect

Stage 3–Configure & Prototype

Stage 4 – Test

Stage 5 – Deploy

PM and CM

We Are Here!

Finance Timeline

Status of the Overall Program

• Completed the CCD Business Process Analysis (BPA) project NOV-2015

• Closing down the DEN Business Process Analysis (BPA) project MAR-2016

• Initiated the HR/PAY Implementation project(Go Live 1/2017)

• Pending the initiation of the FIN/PURImplementation project (Go Live 6/2017)

Status of the HR/PAY Project

• Completed the ‘Plan’ stage on time• Last stretch of the ‘Architect’ stage 3/2016• Preparing for ‘Configure & Architect’ stage• This included:

– Prototype 0 (P0) creation, utilization– All discovery sessions (HR, PAY, FDM)– All design sessions (adding ad-hoc as needed)– Listing of integrations (113, 40+ for HR/PAY)– Plan Data Conversion

Integrations

Number of Interfaces• 51 HCM/Payroll related IntegrationsTypes of Interfaces• HCM (Employee information)• Benefits• Payroll• Temporary - to accommodate time between Workday HR and Financials

implementationIntegration Approach• Utilize delivered Workday “connectors” wherever possible• Make integrations more efficient where allowable by the project

timeline (i.e. Worker Service – consolidate integrations with the same Employee type of data)

• Develop integrations using current requirements where needed to accommodate project timeline.

Integrations Approach

Interface Wave Approach• Designing and developing integrations in 4 waves• Rationale for waves

– Grouped similar information together (i.e. Employee Information) – Length of time to develop – Length of time to work with vendors

Timeline• Wave 1 Designs being created now• CCD Project Team access to Tenant 1 which has configuration

data – April 12• Begin finalizing designs by end of April • Development begins end of April/early May• Testing Begins - August

The Next 90 Days . . .

• Sign-off future Business Process designs• Execute first Data Conversion from PeopleSoft

– Extract and convert– Data Validation– Upload into Workday Prototype 1 tenant

• Design Integrations (for HR/PAY)• Begin Integrations development• Plan Training and testing• Playback Sessions

Project Management, Change Management, Knowledge Transfer & Training

Project Team Assembled

Project Plan and Charter

Communication Plan

Initial Prototype Tenant (P0)

Project Kick-off

Conceptual Designs

Detailed Business Process Design

Integrations & Reports Discovery

Review & Approve Design

Solution & Gap Analysis

Training

Tenant (Gold)

Production Data Conversion & Configuration

Go-Live Checklist

Go-Live!

Post-Production Support

Close-Out

Methodology

Delivery Assurance

Framework forSuccess

Create System & UAT Test Cases Prototype Tenant (P3)

End to End TestUser Acceptance Test (UAT)Parallel Testing

Configuration Prototype Tenant (P1)

Unit Test, Validate Configuration Build Integrations & Reports

Final Configuration Prototype Tenant (P2)

Plan Architect Configure & Prototype Test Deploy

Change Management

Business Process

Alignment

• Change Readiness Assessment

• Stakeholder Engagement Workshops

Communication Stakeholder Engagement Knowledge Sharing

Business Readiness/Change Management Approach

Plan ArchitectConfigure

&Prototype

Test Deploy

• Establish Change Ambassador Network

• Communication Plan

• Business Readiness Strategy

• Training Strategy

• Workday Network

• Business Process Impact Analysis

• Playbacks forAgency/department

• Training Needs Assessment

• Training Curriculum

• Training Content Development

• Training Preparation

• Cutover Support

• Change Readiness Assessment

• End User Training

Roadshows •

Why is Change Management Important?

Ensures Employees Are Ready to Perform at Go-Live “RPS Model; Ready – Perform – Sustain”

Original Level

Lowest Point (during transition)

Change Launched

Achieve Desired Level(adoption)

Learning Curve

Time

26

0% 20% 40% 60% 80%

Other

Change Management

Project Team

HR Representative

The Employee's Supervisor

Department Head

Executives and Senior Management

Percent of Respondents

Most Effective Message Senders

Business Reasons for the Change

Personal Impact

Prosci Benchmarking Report 2011, Data from 650 global companies undergoing major change projects

Change Leadership

The Workday Network...

Is:•A team located across CCD to help users through

change and continuity efforts•A two-way communication channel to ensure rapid

and accurate communications within the business•A group of people who influence positive change•A formal network to leverage peer to peer

communications

Is Not:•A replacement for existing communication

mechanisms.•A substitute for the existing management structure•A decision-making body

Workday Network

• The Workday Ambassador role…– Is a role, not a full time position– Has management support and commitment through

Workday project life and beyond

• The Workday Network and its members…– Are connected to each other and the project through

the Network meetings– Have clear and consistent understanding of role,

established objectives and defined benefits

Help build ownership

Connect with peers and project team members

Are advocates for change and Workday

Communicate “what’s in it for me”

Facilitate understanding in both directions

Participate in configuration workshops, business process workshops

Identify and communicate around the new “to-be” process that may be particularly challenging

Understand how project impacts users

Communicate “what’s in it for me”

Facilitate understanding during the project

Assist in identifying potential issues-help to resolve them

Proactively follow up with Ambassadors as needed to bridge knowledge and communication gaps

Work with the Key Users and Ambassadors to identify and respond to unique needs

Are advocates for change and Workday

Encourage participation of end users in training sessions

Get people’s attention and build a consistent vision

Maintain awareness and reinforce the transition to

Workday

Embed changed business processes into daily life

Be a visible presence of support and information (with excellent communications!)

Strengthen knowledge sharing and collaboration

Establish a foundation for change that can be used on

future Workday updates

What are we trying to accomplish?

“If you always do what you always did- you will always get

what you always got.”-Albert Einstein

Governance Committee

Governance Committee

Comprised of HR leaders and citywide stakeholders

Escalation path for issues during design and testing

Committee that will continue past the go-live

Meets once a month or as necessary

Discussions so far . . .

• Standardization and customization of business processes

• Roles within Workday– What those roles will do

• Initiate actions, approve actions, etc.

– How those impact our roles today

Key Decision

Goal of the project is to use Workday leading practices for our business processes instead of customizing

processes.

Thoughts?

Managers in Workday

Use real time analytics, with dashboards and reports

Approve and initiate steps

within business processes

Visibility to your workforce with

talent information

Let’s look at what has been done with Workday so far

Demonstration Agenda

• (5 min.) CCD Supervisory Organization Preview– Definition then Preview

• (15 min.) Integrated Worker Detail and Delivered Analytics– Worker Job Details Screen / Worker History– WD Dashboard and Analytics

• (20 min.) Examples of High-Value Workflow Improvements for CCD– Enabling the Manager– Change Job– Onboarding

• (5 min.) IDs Overview and General Discussion

Integrated Info. and Analytics

• There are MANY methods within Workday to digest data into information– Integrated U.I. screens (e.g Worker Detail, Timeline, History)– Delivered Reports

• Workday Standard Reports• What’s New In Workday• Open Positions

– Customized Reports as Worklets– Dashboards

Dashboards and Worklets Example

Workday MSS and ESS

Workflow Enabling the Manager MSS = Manager Self Service ESS = Employee Self Service

Workday is delivered with many MSS options available Managers have the opportunities to start business processes, if they so

choose (BP Initiate Capabilities), throughout most BPs within the system.

Certain BPs define Managers as designated Approvers. A CCD Design Decision to date has been to replace those approvers with HR

Analyst or HR Partner. During Training and Change discussions, CCD can experiment with enabling

Managers more as Approvers (where applicable) instead of just Initiators.

Onboarding Enhancements

• Workflow Discussion – Onboarding– Immediate Streamline Opportunities (Leverage WD delivered workflow)

• W4 Form• Emergency Contacts information• Add Payment Elections• Submit Federal Withholding Elections• Change Benefit Elections• Define Government IDs• I-9 Documentation and Review• Employee Photos

– WD Better Enabling CCD to Go Paperless • Affirmation of Legal Work Status• TS Acceptable Use Agreement• Violence Acknowledgement Policy• Violence Signature Page• Drug Free work environment

Change Job / PA Form…the Linkage

• Workflow Example – Change Job– WD Change Job maintains the spirit of the PA Form process while better

automating it and ensuring information integrity

– Transfers an employee from one Position to Another Position. No need to terminate and re-hire anyone

– Worker History is automatically updated for research/reporting purposes

Demo of Worker transferring between HR Technology and Innovation and HR Talent Acquisition Human Resources

IDs Design Decisions in WD

• IDs Demonstration and Discussion– Badge ID

• Easily viewed, reported, or updated by users with the appropriate system security

– Position Status and Position Suffix• Status values available in WD via Custom fields

Using Mobile

Questions For You

• Do you have the right people on the project to make decisions and be the spokesperson for your agency/department?

• Review criteria• Let Oren and/or Chris know

• Did this meeting help answer questions that you or your staff may have?

• Any additional information that you or your teams need?

Going Forward

• Additional Work– We will have a meeting with the HR Generalists

to review their role in Workday– Use the Workday website to put information

www.denvergov.org/workday

• How would you like to be kept informed?

Thankyou