UC San D iego jo ins the UC sys tem on the path toward admin is t rat ive exce l lence and e f f i c iency

UC Payroll, Academic Personnel, Timekeeping & Human Resources

(UCPATH)

03 April 2012

AG

END

A Overview

• Project Team Introduction

• Project Background & Goals

• Project Approach

UCPath System Implementation (PeopleSoft/Campus Apps & Tools)

• Timeline

• Technology Update

• Integration Strategy

• Future State

• Implementation Plan

• Next Steps

UCPath Center

(Shared Services Center)

• Timeline

• Status Update

• Escalation Model

• Campus v. Center v. UCOP Roles & Responsibilities (High-level)

• Shared Services Center Components

• Next Steps

2

Wrap Up/Open Discussion

• Other Sources of Information

• New Blink Site

PROJECT TEAM INTRODUCTION

PR

OJEC

T TEA

M IN

TRO

DU

CTIO

N

Structure & Governance

4

Executive Sponsors

Executive Steering Committee

Management Workgroup

Peter Taylor, CFO Nathan Brostrom, EVP – Business Operations

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

Shared Services Delivery Design Team Mike Baptista – UCOP Pat Price – UCOP Cathy Shoenfeld- - UCSC Karen Hull – UCD Kristina Larsen – UCSD Cynthia Leathers - UCSF

Jeannine Raymond – UCB Nancy Tanaka – UCOP Lubbe Levin – UCLA Marilyn Voce – UCR Mark A. Speare – UCLS MC Monir Ahmed - UCM

Allison Baird-James – UCLA Pamela Peterson – UCSC Reid Hollyfield – UCSD MC Tricia Hiemstra - UCSB

PR

OJEC

T TEA

M IN

TRO

DU

CTIO

N

Structure & Governance

5

UCOP Project Management Office

Practices Board APDs – Cindy Doherty, Cynthia Leathers, Pat Price, Pamela Peterson CHROs – Tom Leet, Jeannine Raymond, Mark Speare, Marilyn Voce Controllers – Mike Allred, Allison Baird-James, Don Larson, Delphine Regalia, Peter Woon

Anthony Lo, UC Project Director Doug Johnson, Oracle Project Director Functional leads IT, communication, change management and other support staff Consultants

Change Control Board Sue Abeles (Payroll), Lubbe Levin (HR), Nancy Tanaka (APO), Paul Weiss (IT)

PR

OJEC

T TEA

M IN

TRO

DU

CTIO

N

Structure & Governance

6

UCSD Executive Sponsors UCSD Management Team

Gary Matthews Vice Chancellor Resource Management & Planning

Ed Babakanian Medical Center Chief Human Resources Officer

Steve Relyea Vice Chancellor External & Business Affairs

Paul Craig Medical Center Chief Human Resources Officer

Suresh Subramani Executive Vice Chancellor Academic Affairs

Reid Hollyfield Medical Center Controller

Vacant Medical Center Chief Executive Officer

Kristi Larsen Assistant Vice Chancellor Academic Personnel

Don Larson Assistant Vice Chancellor & Controller

Tom Leet Assistant Vice Chancellor & Chief Human Resources Officer

Min Yao Assistant Vice Chancellor & Chief Information Officer

Structure and Governance

UCSD Program Management Office UCSD Core Implementation Team

Antoinette Hock Program Director

Courtney Morris Medical Center Compensation & Benefits Director

Chakri Bokka IT Manager/Project Manager

Kelly Maheu Academic Personnel Compensation Director

Don Portugal Medical Center Business Applications

Ray Rodriguez Staff Human Resources Compensation Director

Pearl Trinidad Payroll Director

7

Additional UCSD resources support the implementation teams such as extended subject matter experts

(SMEs) and VC HR contacts

PR

OJEC

T TEA

M IN

TRO

DU

CTIO

N

BACKGROUND AND GOALS

Why a PPS Replacement Initiative?

• PPS is almost 30 years old and no longer meets the highly complex and evolving operational needs of the University.

• There are 11 different variations of PPS in use today throughout the University, which are costly to maintain and support.

• The limitations of PPS drive workload redundancy and process inefficiency.

• UC needs to become more efficient in the HR/APO/payroll/timekeeping operations that support its approximately 185,000 employees.

• Ratio of HR and payroll staff to the number of employees served is higher at UC than at 90% of other organizations according to benchmark data.

• PPS must be replaced in order to streamline and standardize payroll and HR operations

9

There are great opportunities for improving payroll and HR services by deploying new technology, streamlining and standardizing processes across UC, and eliminating duplication of effort by centralizing transactional activities.

BA

CK

GR

OU

ND &

GO

ALS

BA

CK

GR

OU

ND &

GO

ALS

PPS is More Than Just a Payroll System

PPS is highly customized with a broad spectrum of functionality that is not typically integrated in one system. Replacing PPS with a modern system means disentangling the parts.

10

PPS today is a single system that performs many different functions. When replaced, there will be separate modules for HR, Timekeeping, Benefits and Payroll as part of PeopleSoft. There will also be integration between Payroll and campus financial systems.

BA

CK

GR

OU

ND &

GO

ALS

Why a System Wide Shared Services Center?

• The UCPath Center will help UC more fully realize the goals of UCPath, which include:

• Delivering service with increased efficiency, accuracy, and quality

• Achieving sustainable long-term cost savings by standardizing and simplifying common business processes and technology infrastructure system wide

• Improving UC’s ability to respond to changing business and reporting needs

11

UCPATH and UCPATH Center Goals

Implement Enabling

Technology

Centralize Transactional

Activities

Streamline and

Standardize Processes

Future State of Payroll and HR Service Delivery

Higher Quality

More Efficient

Lower Cost

• 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 within a Shared Services Center.

12

UCPath Will Provide Key Functionality in One System wide Solution

BA

CK

GR

OU

ND &

GO

ALS

Keys to Success B

AC

KG

RO

UN

D & G

OA

LS Keys to Success

• Organization Readiness/Willingness to Change Major change requires extraordinary commitment, patience and some hard decisions.

• Scope Management Changes to the project plan or system will be made sparingly and collaboratively with careful consideration of tradeoffs.

• Speed of Decision Making This project will need to maintain significant momentum, resolving issues efficiently and effectively. While broad input will be needed and sought, committee consensus with extended deliberations will not always be possible.

• Vendor Management Oracle will play a critical role during implementation and in ongoing operation of the hosted technology platform. Both Oracle and UC will need to be diligent about their respective accountabilities, including service quality and issue management.

13

When UCPath is Complete… B

AC

KG

RO

UN

D & G

OA

LS When UCPath is Complete

• There will be a single payroll and HR solution for all employees UC-wide.

• Employees will have access to their information and be able to make changes via 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.

• Consistent, quality data will be readily available to improve analytical reporting, and decision making

• UC will deliver payroll and HR services at a substantially lower cost than today

14

PROJECT APPROACH

PR

OJEC

T AP

PR

OA

CH

Phased Implementation

• Phase 1: Implement HRMS, Payroll and GL integration solutions, replacing PPS “must have” functionality as well as improving core human resources and payroll processing capabilities.

• Phase 2: Implement system wide time and attendance capability, significantly reducing business process redundancies, shadow systems, and paper processing.

• Phase 3: Achieve end-to-end integration and consolidation, with expanded HRMS functionality, a UC-wide portal facilitating access to all systems, and a human resources/payroll data warehouse supporting analytics and decision support

At this time, focus is phase 1

16

“Waved” Technology Rollout

• Implementation will take place in several waves made up of small groups of campuses/medical centers.

• Each wave is able to execute more efficiently and effectively by building on the experience and lessons learned in the previous wave.

• The “wave” approach:

• Manages risk

• Builds momentum

• Provides proof of success

●UCOP

PR

OJEC

T AP

PR

OA

CH

17

PR

OJEC

T AP

PR

OA

CH

Work Streams

Interactions/Change and Transition planning

Facilities and space planning

Infrastructure requirements and planning (desk tops, printers, etc.)

Facilities and Infrastructure

Roles/Staffing and Training

Technology (specifically for SSC)

Technology needs assessment

Technology requirements

Technology planning and selection

Interactions model development (who does the work, where)

Change management Transition plans to

shift the work and the people

Job Descriptions - requirements and skills

Staff levels and recruiting strategy

Learning/Training needs for staff

Curriculum design

18

System Design and Business Processes

Project web site creation

Communication materials

Project updates

Communication and Change Mgmt

System Integration Service Delivery Model Design

Functional representation for system wide shared services center

Functional representation for the design of PeopleSoft HCMS

Technical infrastructure and architecture development

Inventory of current campus systems

Development of conversion program

PR

OJEC

T AP

PR

OA

CH

Work Breakdown Structure (Draft)

19

UCPath

Phase 1

Oracle On-Demand HCM/Payroll/HR

Analytics

Configure & Build

CRP

Test

Sys Integration

Performance

User Acceptance

Payroll Parallel

Transition & Go-live Campus Systems,

Applications & Tools

ODS

Tier 2 Applications

Tier 3/Data Warehouse

Shared Services Center

Blueprint

Planning-Staffing, Facilities, Change Mgmt, Transition

Technology Acquisition

Interactions Model

Training

Implementation

Phase 2 Phase 3

UCPATH IMPLEMENTATION (ORACLE ON DEMAND AND CAMPUS TECHNOLOGY PROJECTS)

UC

PA

TH SYSTEM

IMP

LEMEN

TATIO

N

Phase 1 Timeline – All Waves

Wave 1*: UCLA, UCLA Health System, UCM, UCSC, UCOP Wave 2: San Diego, TBD Wave 3: TBD * Shared services center created in Wave 1

21

UC

PA

TH SYSTEM

IMP

LEMEN

TATIO

N

Integration Guiding Principles

• Reduce or eliminate the amount of dual entry between PeopleSoft and other systems

• Ensure that the business requirements are met by allowing well-defined integration of internal and 3rd party systems to PeopleSoft

• Facilitate meeting the vision and requirements set by the UC PeopleSoft implementation program, including an integration architecture that serves as a foundation for the system into the future

• Facilitate the streamlining and standardization of current processes and business practices.

22

UC

PA

TH SYSTEM

IMP

LEMEN

TATIO

N

Interface Consolidation

Consolidated Integration Architecture

Consolidated Current State Future State

23

Eighteen Becomes One

Tier 1 Interfaces: Tier 2 Interfaces: Tier 3 Interfaces:

Any system, application, process or business dependency that relies on directly using or connecting with UCOP PPS data or functionality.

Any system, application, process or business dependency that relies on directly using or connecting with ACT systems level data or functionality.

Any system, application, process or business dependency that relies on directly using or connecting with the ACT Data Warehouse or any campus department shadow system

24

UC

PA

TH SYSTEM

IMP

LEMEN

TATIO

N

Interface Definitions & Update

Our objective is to provide a Data Warehouse with Payroll/HR data that closely resembles what is available today and to make the information accessible in a similar way as in the current state. However there will likely be some data changes based on business process re-engineering, which will in turn change the type of data captured and propagated.

Catalog Existing

State

• Existing

Apps/Systems

• Existing Interfaces

to/from PPS

1

Project Management

2 3 4 5 6

Technical Implementation Plan

Map to

Future

State

Recommend

Integration

Strategy

Effort

Estimation

Design

and

Build

Analyze

Existing

State

25

UC

PA

TH SYSTEM

IMP

LEMEN

TATIO

N

Technical Implementation Plan

Project Management

2 3 4 5 6

Technical Implementation Plan

26

UC

PA

TH SYSTEM

IMP

LEMEN

TATIO

N

Technical Implementation Plan

Analyze Existing State

• Determine interfaces common to

multiple institutions

• Consolidate

• Determine Retain/Retire/New

2 3 4 5 6 1 Catalog

Existing

State

Map to

Future

State

Recommend

Integration

Strategy

Effort

Estimation

Design

and

Build

Project Management

Technical Implementation Plan

27

UC

PA

TH SYSTEM

IMP

LEMEN

TATIO

N

Technical Implementation Plan

1 2 3 4 5 6 Map to Future State

• Application/System Replacement

Mapping

• Future list of interfaces

• Recommended Integration

technology for each interface

• Future State Enterprise Integration

Map

Catalog

Existing

State

Recommend

Integration

Strategy

Effort

Estimation

Design

and

Build

Analyze

Existing

State

Project Management

Technical Implementation Plan

28

UC

PA

TH SYSTEM

IMP

LEMEN

TATIO

N

Technical Implementation Plan

1 2 3 4 5 6 Recommend Integration Strategy

• Planned Integration Tools for project

• Technology options – when to use

• Implementation Wave Sequencing for

interfaces

• Roles and Responsibilities

Catalog

Existing

State

Map to

Future

State

Effort

Estimation

Design

and

Build

Analyze

Existing

State

Project Management

Technical Implementation Plan

29

UC

PA

TH SYSTEM

IMP

LEMEN

TATIO

N

Technical Implementation Plan

1 2 3 4 5 6 Effort Estimation

• Determine Build team (UC/Oracle)

• Estimate effort for interfaces

Catalog

Existing

State

Map to

Future

State

Recommend

Integration

Strategy

Design

and

Build

Analyze

Existing

State

Project Management

Technical Implementation Plan

30

UC

PA

TH SYSTEM

IMP

LEMEN

TATIO

N

Technical Implementation Plan

1 2 3 4 5 6 Design and Build

• Document Business

Requirements

• Functional Design

• Technical Design

• Build

• Unit Test

Catalog

Existing

State

Map to

Future

State

Recommend

Integration

Strategy

Effort

Estimation

Analyze

Existing

State

Activities by Task

31

UC

PA

TH SYSTEM

IMP

LEMEN

TATIO

N

Data Conversion

Designs

Interface

Designs

Extensions

Designs

Reports

Designs

Technical Architecture

Data Migrations

Application

Development

Application

Integration

Unit Testing

Tier 2/Tier 3

Interfaces

retrofitting

Data Warehouse

Data

Transformations

Local Reporting

System

Integration

Testing

Performance

Testing

Parallel Testing

User Acceptance

Testing

Go-Live

(Production)

Fit-Gap

ActivitiesBusiness Reqs

Performance Reqs

Infrastructure Reqs

Issue Mgt Process

Risk Mgt Process

Quality Mgt Process

Scope Mgt Process

Staffing

System

Configuration

Initiation/Planning

Phase

Design

Phase

Build

Phase

Test

Phase

Deploy

Phase

Data warehouse

Strategy

32

UC

PA

TH SYSTEM

IMP

LEMEN

TATIO

N

UCPath Future State

INTEGRATION ARCHITECTURE DIAGRAM

UC

PA

TH SYSTEM

IMP

LEMEN

TATIO

N

Next Steps

• A Data mapping document will be available, in the next 3-4 months, that identifies the data changes that will enable the campus systems to start planning.

• A QA/Build environment for the Data Warehouse, will be made available, in the next 6-8 months, to facilitate the campus/department level retrofit activities.

• Work will continue with system-wide and/or UCSD gap analysis with gap closure through:

• PeopleSoft modification/customization (not desired)

• Change in business process, practice or policy

• Adoption of two pay cycles system-wide (monthly and bi-weekly)

• Interfaces/Data Warehouse/Application Development

• MTE (My Time Entry)

• Interface inventory, strategy and execution

• Data cleanup

33

UCPATH CENTER (SHARED SERVICES CENTER) IMPLEMENTATION

UC

PA

TH CEN

TER IMP

LEMEN

TATIO

N

Timeline

Mar

Ap

r

May

Jun

Jul

Au

g

Sep

Oct

No

v

De

c

Jan

Feb

Mar

Ap

r

May

Jun

Jul

Au

g

Sep

Blueprint Development

Technology Needs Assessment

Staffing Strategy & Roles

Technology Requirements Definition

Interactions Model

Facilities & Infrastructure Planning

Change Mgmt Planning & Communication

Training Curriculum

Transition Planning

Implementation Build Phase

35

UC

PA

TH CEN

TER IMP

LEMEN

TATIO

N

Project Structure for Shared Service Center

Implementation Core Design Team

Representatives from Each Campus/Medical Center

(Note: a mix of Payroll, HR and Academic

Personnel representatives are included,)

Project Management Office and Shared Service Center Lead

Interactions/Change and Transition planning

Facilities and space planning

Infrastructure requirements and planning (desk tops, printers, etc.)

Facilities and Infrastructure

Roles/Staffing and Training

Technology (specifically for SSC)

PMO and Lead Provide project leadership Drive decision making Provide System wide

communications and change management

Core Design Team Members Provide campus/medical center

specific insights Each individual has responsibility

for coordinating with others at their designated location(s)—they are "champions" that represent the views of others

Guide design process Facilitate design sessions Oversees quality of deliverables

and alignment with best practice

Core Design Team Members

(continued)

Ensures alignment with end-state

objectives

Supportive of making the model

a success, while also bringing

issues and obstacles forward

objectively

Serve as a change agent

throughout design and

implementation

Technology needs assessment

Technology requirements

Technology planning and selection

Interactions model development (who does the work, where)

Change management Transition plans to

shift the work and the people

Job Descriptions - requirements and skills

Staff levels and recruiting strategy

Learning/Training needs for staff

Curriculum design

36

UC

PA

TH CEN

TER IMP

LEMEN

TATIO

N

Typical Escalation Model

37

Shared Service Center Escalation Model Employee/Manager

Tier Tier

• Understand the specific situation

• Apply policies, programs, or plans

• Document and escalate cases as appropriate

• Offer alternatives and considerations to

employees

• Investigate and resolve escalated cases

• Interpret policies, programs, or plans

Tier

2

Tier 2 Escalation in SSC Specialized Knowledge within Shared Services

• Field initial inquiry

• Ask clarifying questions

• Provide policy, program, or plan

information

• Document cases

• Execute approved exceptions

• Warm transfer to Tier 2 as appropriate

1

Tier 1 System wide Service Center

Initial Inquiry

Web

Phone

Online Case

• Advise HR Leaders and staff on policy

exceptions and escalated cases

• Locate external resources to

supplement expertise and

knowledge as needed

• Manage high-risk, compliance-driven

cases to resolution

Tier 4 Office of the President Tier

4

• Provide approvals, decisions, and

communications

• Interpret compliance policies,

programs, and plans

• Advise managers on employee

relations issues

• Manage high-risk, compliance-driven

cases to resolution

• Investigate employee disputes and

claims

• Participate in Tier 1-3 case resolution as

needed

3 Tier 3 Escalation to campus Campus Resources

UC

PA

TH CEN

TER IMP

LEMEN

TATIO

N

38

UC

PA

TH CEN

TER IMP

LEMEN

TATIO

N

High Level Roles & Responsibilities Roles Main Responsibilities

Office of the President

• System wide policy and program design

• Vendor selection and SLA monitoring

• Leading-practice research

• Consulting to senior leaders on system wide issues

• Manage escalated cases or policy exception requests

• Creating frameworks and toolkits for use by campuses and medical centers for system wide initiatives

• Locating external resources to supplement expertise and knowledge

• Involving campus/medical centers and shared services in system wide policy and program designs

System wide Shared Services

Center

• Processing payroll for all campuses/medical centers

• Processing tax payments

• Managing tax payments and payroll compliance

• Handling routine and non-routine employee and faculty inquiries around policies and process

• Providing sys navigation support and password resets

• Processing individual, as well as mass transactions

• Administering system wide HR programs

• Managing the system wide HR and payroll portal

• Escalate cases within Shared Services or to COEs

• Managing vendor invoices and payments; manage day-to-day vendor issues and interfaces

• Managing HR data and standard reporting; consult on ad hoc data and reporting needs

• Manage HR records and compliance

• Providing consulting for new processes and programs and application to HR/payroll system

Campus HR, Payroll,

and APO

• Consulting with department/school leaders on issues affecting people

• Supporting the communicating and implementation of new system wide policies and programs

• Designing and implementing campus or medical center specific policies or programs

• Designing and executing existing or new campus/ medical center recruitment, rewards, and learning and development programs

• Conducting employee relations investigations and managing resolutions

• Posting payroll data to general ledger

• Designing and executing existing or new campus/ medical center recruitment, rewards, and learning and development programs or other programs that are specific to the entity

• Collecting and analyzing campus/medical center specific data needs

• Manage escalated cases or policy exception requests

• Collaborating with system wide COEs on new policy or program design

• Refer faculty and staff to shared services channels

39

UC

PA

TH CEN

TER IMP

LEMEN

TATIO

N

Operations Center

Operations Center

• Functional Operations Teams (HR WFA/Payroll/Benefits)

Processing Transactions

Mass changes

Program administration

Compliance

Response to escalations

• HR Information System

Table maintenance

System issue identification and resolution

Security

Reporting/super user function

Business analysts

• Fulfillment/Records

Document imaging/indexing

Incoming and outgoing fax/mail and fulfillment

Filing, retrieval, and storage of records

• Quality

Service delivery measurement

New employee and ongoing service delivery/process training

Customer service quality monitoring

Process documentation and auditing

Contact/Call Center

• Contact /Call Center Teams

Direct customer telephone interactions

Support of employee and manager inquiries

Processing of simple transactions as a result of telephone, e-mail, or other interactions

Management of employee life and work events

Call and issue monitoring

Initiating escalations

• Support Team(s)

Contact center scheduling

Administrative support

40

UC

PA

TH CEN

TER IMP

LEMEN

TATIO

N

Next Steps

• Determine final location of UCPATH Center • UC Davis and UC Riverside final locations

• Decision to be made by end of April

• Creation of scope of services documents • Roles & responsibilities between campuses and service center

• Will not address production/operations component

• Availability week of 04/02/2012 (tentatively)

• Generation of Blueprint Report • Detailed report (approximately 200 pages) of information gathered from

design workshops, BPM and CRP sessions

• Summary will also be provided

• Detailed report due out by the end of April

• Update of timelines • Timelines to be updated reflecting Wave 1 schedule extension

• Expected week of 04/09/2012

41

WRAP UP/OPEN DISCUSSION

42

WR

AP U

P/OP

EN D

ISCU

SSION

Other Sources of Information

• UCOP Website

http://workingsmarter.universityofcalifornia.edu/projects/ucpath/overview/

• UCSD Website

http://blink.ucsd.edu/finance/payroll/pps/initiative.html

43

Overview, case studies, project team, news &

updates, Q&A

Implementation team information, general project

information and project updates

WR

AP U

P/OP

EN D

ISCU

SSION

New Blink Site in Development!

44

WR

AP U

P/OP

EN D

ISCU

SSION

Feedback Comments

+/∆