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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
