Going Global - Expanding PeopleSoft Internationally

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Going Global - Expanding PeopleSoft Internationally

Prepared by:

Jon Given

Director – Oracle Financial Applications

Emtec, Inc.

Session ID#: Quest2014-106870

Agenda

■ Who is Emtec?

■ Functional Considerations

■ Implementation Approaches

■ Best Practices

■ Case Study

Who is Emtec?

Emtec at a Glance.

Emtec… ‘ Big enough to do the work, small enough to care’

100+ PeopleSoft Upgrades

75+ PeopleSoft-

focused Resources

90%+ PeopleSoft

Certified

Oracle Specialized

Financials HCM

PeopleTools

Offshore Center of

Excellence

Platinum Partner

In-House Infrastructure

Team

PeopleSoft

LAB In Chicago

10+ Average Years of Functional Experience

EMTEC • Serving clients for nearly 50 years

• 12 locations, including 6 development centers

• Over 500 full-time professionals

• Voted One of the Top 100 Places to Work by Crain’s Chicago in 2012

• Emtec has completed more than 1,100 ERP, CRM & EPM engagements, including:

- 400+ Oracle clients with more than 700 engagements

- 200+ PeopleSoft clients and over 300 engagements

Emtec’s Oracle Services

O B I E E F O U N D A T I O N

Infrastructure

PeopleSoft HCM

EBS HCM

Cloud HCM

PeopleSoft ERP

EBS ERP

Cloud ERP

Enterprise Technology

OP

ERA

TE

Hyperion Budgeting

Hyperion Financial

Management DRM

FDQM Essbase Cloud EPM

Hyperion Technology

MA

NA

GE

XFO

RM

Hyperion Strategic Finance

Hyperion Planning

Hyperion Forecasting

Analytics

Functional Considerations

This is a subtitle or bulleted list


■ Corporate versus local requirements

▪ Global framework

▪ What’s statutory versus always done it that way

■ Configuration / Metadata – shared across globe or country specific

▪ COA

▪ Items

▪ Vendors

▪ Customers

▪ Bank setup


■ Language requirements

▪ Canadian French, Dutch, French, German, Italian,

Japanese, Portuguese, Simplified Chinese, Spanish are

fully supported and translated

▪ Reporting and source systems

▪ Enabling Multi-language

▪ Translating existing values

— ChartField descriptions

— Product Descriptions

— Item Descriptions


■ Integration of PeopleSoft solution with other systems

▪ Identify other systems

▪ Clear boundaries for business processes and hand-offs

▪ Retirements plan for legacy systems

■ Reporting

▪ Corporate and Management

▪ Local / Statutory

▪ Existing queries would need to be updated to include new

Business Units


■ Banking

▪ Payment Methods

▪ Check Formats

▪ Language differences

■ Multi-currency

▪ Rate Maintenance

▪ Local Rate requirements


■ Statutory Ledger requirements (Local GAAP)

■ Indirect Taxes

▪ Sales / Use Tax

▪ VAT

▪ Withholding

■ Ongoing support requirements

▪ Security

▪ Changes

▪ Ownership


■ Assets

▪ Multi-book to handle varying local depreciation methods

■ General Ledger

▪ Multi-GAAP

— Evaluate current configuration. Implement Book Code if possible

— Sometimes multi-ledger solution is less invasive.

▪ Translation / Revaluation

▪ Statutory reporting considerations

▪ Common reporting considerations – consistent reporting from

corporate


■ Purchasing

▪ Document Formats

▪ Vendor Maintenance (One setid vs multiple)

▪ Workflow – common corporate model

▪ Indirect Taxes

▪ Users Fully Trained Prior To Testing

▪ Local SME’s Conduct Test Phase and Trouble Shoot

■ Payables

▪ Banking / Payment

▪ Indirect Taxes

Global Insights / Considerations

■ Managing the global team will be challenging

▪ Up-front focused and facilitated requirements/design

sessions with frequent design checkpoints later in the

process.

■ Not all locations will have clearly defined processes and applications

▪ Making them understand the value of the global process

Implementation Approaches


Implementation Options

■ Single Phase rollout

▪ Global rollout to all the regions at the same time

■ Geographic (Regional) rollout

▪ Rollout a region at a time

■ Facility (Site by Site) rollout

▪ Rollout a site at a time

Implementation Considerations

■ Different systems and their retirement schedule

■ Integration requirements – temporary or permanent

■ Consistency of existing business process/systems

■ Culture/experience of your organization

■ Timeline

■ Pros/Cons review and analysis

Implementation Options – Single Phase

■ Pros

▪ Global requirement/design eliminates the risk inherent with

incremental design

▪ Consistent business process in all regions

■ Cons

▪ Too much change in the organization all at once

▪ Hard to implement and deploy

▪ Organizational readiness to consistent processes (Cultural)

Single Phase – Global rollout to all regions simultaneously

Implementation Options – Geographic Rollout

Geographic rollout - Requirement/design and deploy one region at a time

■ Pros

▪ Flexibility in adopting different business processes in different regions.

▪ Ease of implementation management (chunking by region)

■ Cons

▪ Potential for design conflict.

▪ Support is difficult if design is drastically different between regions

Implementation Options – Facility Rollout

Facility Rollout - Requirement/design and deploy one facility at a time

■ Pros

▪ Flexibility in adopting different business processes in different facilities

▪ Ease of implementation management (chunking by facility)

▪ Supports a phased system retirement schedule

■ Cons

▪ Potential for design conflict

▪ Will require a long timeline

▪ Support is difficult if design is drastically different between facilities

Global Rollout Strategy

Develop Global Processes and Requirements

Gather global requirements

Develop global processes

Configure global template

Create global testing strategy

Training plans by process

Define data migration standards

Global deployment plan

Address Local Processes and Requirements

Implement global processes

Gather location specific requirements

Adapt and harmonize processes to local req.

Configure localization

Localize training

Localize test scripts

Implement by Region

Apply global template

Apply local template

Load Data

Interface

Regression test

Train

Deliver

Support

Global Rollout Execution

■ Continuous Change Management

■ Template Rollout Plan

■ Training

▪ Train-The-Trainer, Local SME’s fully allocated to the project

▪ Deploy Regional Training Hubs

■ Testing

▪ Comprehensive Location based testing

▪ User Testing In Each Location/Site In The Region

▪ Users Fully Trained Prior To Testing

▪ Local SME’s Conduct Test Phase and Trouble Shoot

■ Support

▪ Develop Call Center

▪ Implement Localized Support Via SME’s

▪ Develop Escalation Procedures

▪ Utilize a Common Support Database

Best Practices


Best Practices

■ Requires buy-in and support from Corporate and Local Leadership

■ Managing Perception

▪ Global locations should perceive this as an improvement to

their process and system. Not as North America dictating

change.

■ Requirements and Design has to be global

▪ Tendency to skew towards Phase I deliverable.

▪ Leverage Global steering committee

Best Practices

■ Local language requirements

▪ Translate test scripts and training materials

▪ Leverage outside translation services

▪ Confirm with local SMEs / or multi-language core team members

■ Perform Training as close to UAT as possible

▪ Look to incorporate aspects of UAT in your training exercises

■ Utilize regional testing and training hubs

▪ Avoid travel to every regional site

▪ Fosters inter-office communication within the region

Best Practices

■ Team Composition

▪ Identify the subject matter experts early in project

▪ Management support for SME engagement

▪ Group the SME’s based on consistency of processes

▪ Organize regional teams to support global project structure

▪ Local language support

■ Team Communication

▪ Leverage phone, e-mail, IM, WebEx, face to face

▪ Adjust meeting times to support work and resources across

multiple time zones

▪ Centralized project document repository

Best Practices

■ Requirements – gather, document, and sign-off

■ Design the new system and solicit input into the process

■ Testing to ensure system meets requirements and integrates

■ Training to teach people how to use and maintain system

Case Study

Business Challenges

■ Significant Organizational growth outside of US

■ Numerous disparate systems

■ No visibility into the region

■ Inconsistent business processes

■ Lack of controls and audit of legacy applications

■ Many manual processes and / or duplicate entry across multiple systems

Scope

■ Perform Global Design and implement PeopleSoft Financials for all International locations in a phased deployment for a financial services company

■ Solution also includes OBIA – Financial Analytics

Scope – Business Processes

■ Asset Management

■ Accounts Payable

■ Accounts Receivable

■ Billing

■ Commissions

■ General Ledger

■ Project Costing

■ Purchasing

■ Order Management (Enterprise Pricer)

Scope – Critical Success Factors

■ Having buy-in from senior leadership at the home office.

■ Identifying Global Business Process owners, who have the authority to make decisions quickly, champion the system, know who the subject matter experts are, and communicate decisions to the rest of the client’s Organization.

■ Designing a future state system that builds upon the North American business processes and also meets the regulatory requirements in Latin America.

Requirements Gathering

■ Questionnaires to help accelerate the communication

■ Incorporated questionnaire from previous projects

■ Distributed to Latin America North leader and South leader

■ Client clarifications

■ Emtec clarifications

■ Consolidated responses into a single repository per business process

■ Volume counts

■ Sample documents (forms, reports)

Fit-Gap

■ Extracted the requirements from questionnaire into spreadsheet

■ Grouped similar processes together

■ Assigned requirement id’s and linked to source for traceability

■ Analyzed how the requirement could be met by PeopleSoft:

▪ Fit is works with delivered PeopleSoft

▪ Gap requires development work

■ Must Have

▪ Resolution – brief description of how to meet requirement

▪ Decision if In or Out of Scope

Results

■ Launched International Wave 1 in October 2013

■ Minimal issues within the region

■ Retired multiple legacy applications and automated many existing processes

■ Better reporting, visibility and consistent across regions

■ Provided onsite support in regional hub during first month-end close

■ Currently working on Wave 2

▪ Remainder of Latin America (Financials and Order to Cash)

▪ Canada (Order to Cash)

▪ OBIA – Financial Analytics

■ Expected go-live in August 2014

Lessons Learned

■ What was successful:

▪ Leadership in Latin America took an active role

▪ Daily one hour meetings to review questionnaires

▪ Comprehensive list of requirements

▪ Leveraged core team resources with local language skills

throughout project lifecycle (Both client and Emtec team

members)

■ What needs improvement

▪ Plan for additional time to gather requirements due to resource

constraints at smaller regional offices

▪ Stakeholder involvement was not complete until later in the

project

▪ Planning for connectivity issues in certain regional offices

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