Project ManagementUPGRADING PEOPLESOFT

Introduction

John ZookBTRGDirector of Project Innovation

• Software/IT Industry for over 33 years• Software Engineer, Developer, Entrepreneur, DBA, Consultant, IT Director, Manager• Aerospace, Education, Consulting, Finance, Insurance• Custom ERP, Tenex, Phoenix/HTE, Navision, PeopleSoft, EBS, Hyperion• Small and Medium Businesses, Public Sector, International • 20+ Years managing IT projects• Large portfolios

Learning ObjectivesIdentifying when Project Management is appropriate for a PeopleSoft upgrade

Identifying a PeopleSoft upgrade versus re-implementation

Identifying when a Lift and Shift strategy is appropriate

Managing PUM implementations

Managing Agile approaches to PeopleSoft Upgrades

ChallengesWhat challenges do you experience in managing PeopleSoft Upgrade Projects?

Traditional Upgrade

Re-implementation

“Lift and Shift”PeopleSoft

Upgrade Manager

Upgrade v. Re-implementationDrivers

◦ Change to business process

◦ Elimination of customizations

◦ Redefinition of core elements◦ SetID

◦ Business Units

◦ Chartfields

◦ Accounts

◦ Etc.

Planning Impacts

Change Management Impacts

Why De-CustomizeCustomizations impact upgrade efforts; even with PUM

◦ Evaluate impact of customization on new functionality

◦ Evaluate whether customizations are replaced with new functionality

Multi-teneted cloud applications do not often support customizations◦ Cloud applications are designed as configurable

◦ Do not often support unique solutions

More available support◦ Customizations require specialized knowledge

Lift and Shift StrategyOverview

When is this strategy appropriate?

When is this strategy not appropriate?

PUM Impact on UpgradesOverview of PeopleSoft Upgrade Manager

Scope of selected upgrades/enhancements

Impact on business processes

Extent and impact on customizations◦ Delivered v. Customized

Project Management Overview

• Finite

• Purposeful

• Unique

What is a Project?

• Effect outcome

• Scope

• Schedule

• Budget

What is Project Management?

• To increase the probability of success

• Monitor, mitigate, and manage project threatsWhy is it

necessary?

Project Life Cycle

• Initiating• Organizing• Executing• Closing

Project Charter

Scope

Rigor

Strategy

Project ScopeProject Outcomes and Objectives

Business Case

Affected Systems

Expectations

Constraints

Project RigorProject Governance

Deliverable Guidance

Phase Gates

Governance Levels•Executive Leadership

•Project SponsorCorporate Leadership

•Executive Steering Committee

•Steering Committee

•Advisory CommitteeProject Leadership

•Business Owner

•Key StakeholdersProject Oversight

•Project Manager(s)Project Management

•Functional/Technical Leads

•Subject Matter ExpertsProject Execution

Steering CommitteesExecutive Steering Committee

◦ Functional and Technical Delegates of Project Sponsor

◦ Director Level and above

◦ Partner Executives

◦ Decisions impacting Scope, Schedule, and Budget

Steering Committee◦ Middle to Upper Level Management

◦ Key Stakeholders (including partners)

◦ Decisions impacting capabilities and change management

Advisory Committee◦ Business Owners

◦ Stakeholder Groups

◦ Project Leadership

Project Coordination Team◦ Area Leads (Sub-Ledgers, Business Analysts,

Testing Managers, IT Leads, etc)

◦ Integration Partners

◦ Decisions impacting functionality and integration

Governance Roles and ResponsibilitiesResponsible Accountable Consulted Informed

Legend: R = Responsible A = Accountable C = Consulted I = Informed

Reporting and EscalationM

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Executive Steering

Steering Committee / Stakeholders

Team Leads

Project Management• Review performance metrics

• Resolve quality concerns

• Exchange knowledge

• Collect/validate metrics

• Maintain Executive Dashboard

• QA reviews and Quality audits

Project

Managers

Solution

Architects

Monthly

Weekly

Weekly

DailyTeam Members

Del

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Gu

idan

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Phase Gates Gates provide various points during the process where an assessment of the quality of an idea is undertaken.

A gate meeting can lead to four results: go, kill, hold, recycle, or "Conditional go".

Gates have a common structure and consist of three main elements.

Quality Management•Quality Activities throughout the Project:oSolutions Validation

oDesign Review

oConfiguration Review

oTest Planning

oTest Execution

oDeliverables Review

Project Strategy

Defines a high level plan that describes how the project will achieve the outcomes and objectives.

The strategy can be formal or informal

Project Methodology and Internal/External

Project Management MethodologiesWaterfall/Modified Waterfall

◦ Phases

◦ Tollgates/Phase Gates

◦ Traditional approach

Agile (Iterative)◦ Releases

◦ Sprints

◦ RAD

Implement

Sprint Design/Build

Sprint Train/Test

Sprint Accept/Deploy

Sprint Plan

· Sprint Stories· Story Priorities· Release Notes

· Solution Specs· Detailed Design· Notes

· User Guides· Test Cases· Test Results

· User Acceptance· Release

Assignment· Deploy Notes

· Project Scope· Project Governance· Project Plan· Release Objectives

· Release Plan· Release Configuration· Security Update

· Defect Tracking· Enhancement Tracking· Functional Support· Release Roadmap

Define

Control

Waterfall/Modified Waterfall ApproachProject Charter

Planning the Upgrade

Risk Management

Scope Management

Decision Management

Project Planning

Risk ManagementWhat is risk?

How does it differ from issues?

Why is managing risk important?

Identifying risks

Measuring risk◦ Probability

◦ Impact

◦ Exposure

Mitigation

Monitoring

ISSUE AND RISK MANAGEMENT

Project Issues & Risks tracked and managed in a register

Characteristics of each Issue & Risk will be captured

Criticality level will be assigned by project managers

Risk Tracking

• Probability• Impact

• Exposure

Project Risk ActivityIdentify 3 project risks

◦ Probability (0-10)

◦ Impact (1-5)

Please return at:

Scope and Decision ManagementAgreeing on scope

◦ Statement of Work

◦ Assumptions

Reviewing assumptions regularly

Preventing scope creep/expansion

Identifying decisions

Tracking and logging decision

Planning the UpgradeSchedule Drivers

New Features

Schedule Drivers

Environment Availability

Initial/First Pass

Extend of Customizations

Current State Documentation

Environment and AvailabilityEnv Ded Shared Perm Temp

DEV

GOLD

CONV

SIT

UAT

TRN

Dry Run

PROD

First/Initial Pass

Purpose: Identify non-delivered elements from Production

Source: Demo

Target: Copy of Production

Compare analysis is performed to identify the differences between a plain vanilla new release and an upgraded copy of production

Extent of CustomizationsEmbedded versus Bolt-on

Forms

Workflow

Controls

Interfaces

New FeaturesReplacing Existing Functionality

Identifying Requirements for new Features

Executing the ProjectMaintaining Focus

Staying on schedule◦ Baselining

◦ Based on Progress

◦ Based on Durations

◦ Based on Effort

Preventing Scope Creep

Tracking Budget◦ Deliverable Acceptance

Responding to IssuesDefining the Issue

Mitigation Strategy

Updating the Plan

Continue to Monitor

Closing the ProjectFinal Acceptance

Lessons Learned

Archive Project Documentation

Close Procurement Activities

Assess Staff

PeopleSoft Upgrade ManagerIncremental Upgrade Approach

Benefits of SaaS◦ Faster Upgrades

◦ Lower Impact

◦ Lower Risk

Selectable Fixes and Features

Manages upgrade impacts

Management similar to upgrade with shorter timeline

PUM Upgrade ConsiderationsReview image changes

Select Appropriate Features

Keep current with PeopleTools

Don’t forget Hardware

TESTING!!!!!

Agile/Iterative ApproachAgile Overview

Engagement

Structure Details

Appropriateness for ERP Upgrades

Yes

Sign-OffClient Acceptance

AgileDevelopmentMethodology

Agile OverviewTenets/Principles

◦ Individuals and interactions over processes and tools

◦ Working software over comprehensive documentation

◦ Customer collaboration over contract negotiation

◦ Responding to change over following a plan

Structure◦ Highly Adaptive

Documentation◦ Limited

Agile PrinciplesOur highest priority is to satisfy the customer through early and continuous delivery of valuable software.

Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

Business people and developers must work together daily throughout the project.

Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

Business people and developers must work together daily throughout the project.

Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

Engagement

Location

Customer Involvement

Structure Details

Releases

Sprints

Scrums

Appropriateness for ERP Upgrades

Benefits

Challenges

Overcoming Challenges

Benefits• Faster to production• More business team “ownership”• Responsiveness

Challenges• Incremental Deployments• Business team participation• Too Adaptive

Overcoming Challenges• Gold Environment• Release Pilots• Release Planning

Questions?