PeopleSoft v9.2. Product Review. Oklahoma City October 29, 2013

Transcription

1 PeopleSoft v9.2 Product Review Oklahoma City October 29, 2013

2 Event Agenda Overview of Global v9.2 Features 9:00 9:30 Keith Harper, Practice Director Supply Chain Financials v9.2 Highlights 9:30 10:15 Millie Babicz, Managing Director PS Financials & PMO Coffee Break 10:15 10:30 HCM / Payroll New Functionality and Key Fixes 10:30 11:15 Tony Townsend, Practice Director HCM/Payroll Upgrade or Re-Implement? 11:15 12:00 Randy Johnson, Managing Director PS Financials & PTP Luncheon & Prize Drawings 12:00 1:00 2

3 New v9.2 Global Features! Enhanced Style Sheets WorkCenters Operational Dashboards Pivot Grids Activity Guides / Train Stops Mobility Global Search SES Roadmap 3

4 New Style Sheet 4

5 New Style Sheet 5

6 WorkCenters Central place for users to do their day-to-day work Reduce the amount of Navigation time and increase productivity WorkCenters include links to: Transaction and Inquiry Pages Queries Analytic pagelets / Pivot Grids External Pages and applications (exp. Supplier pages or other Systems) Delivered WorkCenters in FSCM Billing, AP, Contracts, Staffing, Buyer, Supply/Demand Ability to create your own custom dashboards using empty dashboard shells. 6

7 WorkCenter Page Example 7

8 Operational Dashboards & Pivot Grids Operational Dashboards are designed to display vital decision support based information to a PS User Pivot Grids Multi-dimensional Real time Decision Support Tool Deployed to users in the form of Pagelets Users can filter data and customize views Ability to Drill into Data Built Upon Queries Application designers can deploy dashboard-like pagelets within WorkCenters to provide better decision support for WorkCenter transactions. PeopleSoft 9.2 includes more than 60 prebuilt self-service Pivot Grids PeopleTools 8.53 includes wizard-like tools for customers to easily create their own Pivot Grids and deploy pagelets 8

9 Pivot Grid Example 9

10 Activity Guides (aka Train Stops) Activity Guides allow application designers to define processes that guide users through a series of predefined actions to complete a transaction / Process. Users are presented with a list of actions on their screen which need to be completed to finish a transaction/process The configuration allows you to specify which steps are optional and which ones are required You can even launch workflow and approval routing as part of your processing steps Activity guides are very different from workflow. Activity Guides Perform Transactions Workflows Approve or Deny Examples of Delivered Activity Guides: FSCM - Supplier Registration, ebill Payment Cart HCM - Life Event, Paycheck Modeling, Candidate Gateway 10

11 Activity Guides Activity Guide Steps can include: Existing PS Pages, Custom Pages or External websites Attach Documents Can copy existing Activity Guide templates 11

12 Activity Guides Activity guidesl 12

13 Mobility Solutions Many Mobile solutions released late v9.1 and enhanced in 9.2 Mobile Expense Reporting Mobile eprocurement Mobile Approvals Technology support any AWE Approval Workflow Journal Entries PO s Requisitions Vouchers Expense Reports Mobile Inventory Management ipad Certification PeopleSoft v9.2 suite certified to run on ipad using Safari Browser ireceipts A native iphone application used to collect expense items that are later uploaded to the PeopleSoft Expense application via SOAP-based web services. 13

14 Mobile Approvals 14

15 Mobile Expenses 15

16 Mobile eprocurement 16

17 Mobile Inventory Management Supported in v9.1 (Late release) Exp. Transactions: Inventory Inquiry, PO Receipts, Inventory Counts, Express Issue, Signature Capture, Bin to Bin 17

18 Global Search A global, free text search across multiple objects (modules) Ability to search deep into transactions Users can take action directly from the search results.. Reduces / eliminates menu to menu navigation time Improved means of searching for related content Dynamic Breadcrumbs and Last Search Results 120 delivered search indices Delivered Indexes for the following Functions: PS 9.2 SES Global Search 18

19 PeopleSoft Roadmap 19

20 Financials 9.2 Highlights

21 Financials 9.2 General Ledger Purchasing Accounts Payable Expenses Accounts Receivable Billing Project Costing Asset Management 21

22 General Ledger

23 General Ledger Highlights Adjustment Period Option for Average Daily Balances (ADB) Separate Debit/Credit Visibility (used to require some customization) Financial T-Accounts Visibility General Ledger WorkCenter General Ledger Dashboard Improved General Ledger to Sub-System Reconciliation Account Reconciliation Management Combination Editing by Transaction Source Data Migration Workbench - Allocations Configuration Data Balance Sheet Valuation through Settlement Date (included on ledger with journal date) Business Request and Approval Mass GL Journal Approval (approve more than one journal at a time) Enhanced Approvals for GL Journals Mobile Approvals for GL Journals Logical Journal Delete Method Transform GL Journal Post to Application Engine (from cobol) Approval Workflow for Commitment Control Budget Journals (used by Public sector) 23

24 Adjustment Period for Average Daily Balances PeopleSoft General Ledger 9.2 provides the ability to associate adjustment periods that correlate with the regular accounting periods, making it easier to identify adjustments that have been applied in the average balances. 24

25 Financial T-Accounts Visibility Provides the T-Account capability that allows a user to check the effect of a particular line or set of same ChartField combination lines on the relevant balance directly from the Journal Lines page. Enable the T-Account field to appear on the Journal Entry - Lines page by selecting a Journal Entry Template that includes the T-Account field. The T-Account field is located on the Miscellaneous tab of the Journal Entry Template page for selection. 25

26 General Ledger WorkCenter View transactions and errors online Automatic execution of processing View Query results 26

27 General Ledger Dashboard PeopleSoft delivers the following pagelets with the General Ledger Dashboard: Ledger Balances Analysis pagelet Use the Pivot Grid Wizard (Reporting Tools, Pivot Grid, Pivot Grid Wizard) to design how the page is displayed. Account Reconciliation 27

28 Improved GL to Sub-System Reconciliation In General Ledger 9.2 Drilldown into unposted transactions from other PeopleSoft subledgers such as Billing, Treasury, and Expenses. AP/AR already delivered in 9.1 Customers are able to identify what has not been processed and possibly identify bottlenecks ahead of the period close. 28

29 Account Reconciliation Management The PeopleSoft Account Reconciliation functionality enables you to: Identify specific ChartField combinations to be reconciled. Assign reconciliation responsibility to individual or groups of ChartField combinations. Allow each user to see the reconciliations for which they are responsible. Sign-off (and mass signoff) to indicate that a ChartField combination has been reconciled. Review overall status of recon activities Capture and retain documentation associated with recon Define approval workflow 29

30 Combination Editing by Transaction Source Ability to perform combination editing for a process group by transaction source 30

31 Data Migration Workbench New Application Data Set (ADS) definitions to migrate Allocations configuration data between development environments, test environments, and ultimately to a production environment. New ADS definitions to support the migration of: Allocation Steps Allocations Groups Allocation Requests 31

32 Business Request and Approval Updates to Control Data The following steps represent a high-level process flow of the business request functionality: 1. Set up Business Request to enable the field or fields to be used in the request-approval process. 2. Set up the Business Request Template to define business justification and trees, for example. 3. Configure the Approval Workflow. 4. Define and use the ChartField Request and Approval. 5. Inquire on Business Request. 32

33 Account Request Page As defined on Template As defined on Template 33

34 Enhanced Approvals for GL Journals The following are enhancements can be enabled for General Ledger journals: Ability to add an ad-hoc approver during the workflow cycle Ability to add comments for all approval actions (not just the Deny action) Add attachments to a transaction during the workflow cycle Mobile Approvals for GL Journals You can log into the PeopleSoft system from a mobile device, such as a tablet or smart phone, and approve, deny, or push back journals that are pending your approval. You can also preview a graphical representation of the transaction approval flow, view other approvals, view attachments, and see comments that previous approvers have entered. 34

35 Logical Journal Delete Method Physical Delete This method handles journal deletion in the same manner as in prior releases. Logical Delete Use this method to retain the header, attachments and line information after deletion of a journal. Your deleted journal receives a "D" journal header status and an "N" for both budget header status and approval status. The system retains the deleted journal data in the records and you can view the deleted journals from the journal entry and journal inquiry components. 35

36 Purchasing

37 Purchasing Highlights User-Definable Fields Price Adjustment Visibility on Requisitions SES Enhancements (Verity was optional, replaced by Secure Enterprise Search) Buyer Mass Change Advanced Purchase Order and Requisition Line Search Purchasing Autonumbering Options Split Purchase Orders by ShipTo PO Rollover Enhancements Buyer WorkCenter Usability Improvements to eprocurement 37

38 User-Definable Fields PeopleSoft delivers six specific fields for each of the existing six User- Definable Fields sub records: Header & Line Subrecord Schedule Subrecord Distribution Subrecord Receiving Subrecord RTV Subrecord (Return To Vendor subrecord) In earlier versions you had to setup via Application Designer. In 9.2, you activate via Installation Options page 38

39 Buyer Mass Change Which records are to be changed? Select records and field value criteria View records that meet criteria What do I want my changed value to be? Select records and fields to be changed Select changed value 39

40 Advanced Purchase Order and Requisition Line Search Can select from a wide range of line, schedule, and distribution level values across the requisition or purchase order 40

41 Purchasing Autonumbering Options Purchasing 9.2 leverages the existing Autonumbering page to define a three-digit alphanumeric starting sequence 41

42 Split Purchase Orders by ShipTo If the business unit or supplier location indicates to split POs based on ShipTo, the PO Sourcing process automatically splits requisitions into multiple purchase orders, one for each ShipTo location 42

43 PO Rollover Improvements Purchasing suppresses the creation of new distribution lines if the line does not meet the particular roll criteria Now it easier to view and analyze rollover results New qualifier IS NOT EMPTY 43

44 Buyer WorkCenter 44

45 eprocurement Simplify Buying Experience 45

46 360-degree view of the entire Procure to Pay cycle View the full business cycle of requests Search for requisitions based on item and ShipTo New for Release 9.2 View entire approval process Drill down into related transactions and inquiries View remaining preencumbrance balances Copy and cancel requisitions Issue change requests Return items to suppliers for credit, exchange, or replacement 46

47 Supplier Self-Service Solutions 47

48 Accounts Payable

49 Accounts Payable Highlights Accounts Payable Dashboard Supplier Hierarchy Matching Exceptions Analysis Payables WorkCenter Simplified User Interface for Invoice Entry and Voucher Inquiry Extension of FMS Auto Pilot (used in PC & GL, run process based on # of transactions, not schedule) Taxpayer Identification Numbers (TIN) Validation (provides a file to IRS website) Financial Audit Trail for Suppliers Approval Framework Extensions and Enhancements Receivables Integration Secure Payment System (SPS) Payment File Support for GWA Reporters (supports new 440 file format) Improved Integration with Asset Management 49

50 Accounts Payable Dashboard Voucher Status Liability Exposure by Supplier Discounts Past Due Aging Top Suppliers 50

51 Supplier Hierarchy Graphical representation of the supplier relationship 51

52 Matching Exceptions Analysis Providing visibility into the invoice matching history for better supplier, buyer, and rules analysis. The matching history data is useful for supplier contract negotiations and minimizes matching errors. The system stores all the exceptions from the previous matching process. The matching history helps users to reduce the time to fix errors. Errors are identified as internal or external, users are positioned to offer buyer support when necessary in order to reduce repetitive errors as well as to provide critical information to buyers when renegotiating contracts with suppliers. The archiving of the matching history is included in the current invoice archiving templates. 52

53 Delivered WorkCenters Billing Accounts Payable Accounts Receivable General Ledger Projects/Contracts Grants Buyer/Supplier Admin Staffing Note: you can also build your own 53

54 Usability Enhancements Expanded Search Additional Fields for Search: Supplier Name PO Business Unit PO Number 54

55 Usability Enhancements Totals Calculator Focus User Entry Reduces Chance of Error 55

56 Usability Enhancements Copy Source PO 56

57 Usability Enhancements Visual Display of PO Selected 57

58 Usability Enhancements Flexibility to Save for Later 58

59 Financial Audit Trail for Suppliers Able to present to auditors a complete audit history of who made changes to the supplier master and when those changes were made The setup of the Audit Framework allows organizations to identify the fields on the supplier master for tracking. The changes to the supplier are stored in the audit trail framework. The audit trail captures the user, the date/time, and the actual change. 59

60 Approval Framework Extensions and Enhancements From the Mass Voucher Approval component, users can return invoices and view invoices after final approval or denial. Users can, through an option, re-submit a voucher or allow a voucher to be saved and submitted later. Users can re-approve an invoice if the remit supplier is changed on a previously approved voucher. The approver can assign additional approvers and reviewers on an ad hoc basis during the approval process. The approver can add comments without taking any action on the approval page or he can add attachments. 60

61 Receivable Integration Allows closing the Receivables open item automatically when the voucher is paid through Payables. The enhancement also creates consistent accounting entries across the three products. The netting account functionality is extended to allow a deposit to be created for payments from PeopleSoft Payables. 61

62 Improved Integration with Asset Management Allow requesters and buyers to group requisition and purchase order lines that correspond to a single asset so that when Purchasing determines that the receipt of a procurement group sequence is complete, an asset is created automatically in PeopleSoft Asset Management. Organizations can both simplify and gain flexibility in terms of how they manage capitalization. Debit and credit memos may be issued to adjust the cost of one or multiple assets created as a result of unitization. To eliminate manual steps for allocating cost adjustments, a work page is part of the adjustment voucher to permit drill down to the asset or assets created from the original voucher. notification of asset-applicable credit memos provides accountants with improved visibility to credit transactions that may require further review or action. The asset description field is larger in the voucher and pass through to Asset Management. 62

63 Attachments Extends the attachments capability to: Supplier Voucher Quick Invoice Voucher Inquiry 63

64 Expenses

65 Expense Highlights New Browser and Mobile Expense Reporting User Interfaces Expense Report Withdrawal Expense Report Receipt Management Options Expense Report Financial Summaries Enhanced Credit Card Transaction Detail (additional breakdown of airfare, car rental, hotel, etc.) Configurable Expense Certification Global Per Diem Rule Enforcement Advanced Timesheet Approval Controls Transaction Governance (Fraud detection software integrated with the Oracle Governance, Risk and Compliance (GRC) T&E Monitoring Accelerator product) 65

66 New Browser and Mobile Expense Reporting GUI New GUI simplifies and streamlines the expense reporting process for users by leveraging the latest in user interaction science 66

67 Mobile Expenses homepage (mobile tablet view) 67

68 Expense Report Withdrawal User can withdraw expense reports that they have submitted as long as the report has not been reviewed or approved 68

69 Expense Report Receipt Management Options The configurable framework has the ability to specify whether attachments are allowed at the header (report) level, the line (transaction) level, or both. 69

70 Expense Report Financial Summaries With PeopleSoft Expenses 9.2, new analytics on the expense report user interface include Expenses by Day, Totals by Department, and Totals by Project/Activity views. 70

71 Configurable Expense Certification Users are able to attest to the accuracy of their report and to their compliance with organizational expense policies. 71

72 Global Per Diem Rule Enforcement A new range category to establish a virtually unlimited number of daily or hourly ranges that determine per diem reimbursement amounts. Per Diem deductions by percentage, amount, and by a flexible formula configuration A flexible formula setup page with key per diem data fields and mathematical operators to support complex per diem rules. 72

73 Advanced Timesheet Approval Controls Allows a timesheet or expense sheet to be broken apart by line items for approval to different project managers Project Managers see only what they need to approve Approved lines flow to Project Costing even if other rows have not been approved 73

74 Accounts Receivable

75 Accounts Receivable Highlights Customer Hierarchy Support for Contracts in Collections Consistent Conversations (tighter integration with ebill, track conversation by invoice) Receivables Direct Journals to Project Costing Integration Receivables WorkCenter Payables and Receivables Integration for Interunit Billing Aging and Dunning Enhancements Approval Framework Improvements & Extensions (ability to add adhoc approver and attachments to a transaction during the workflow cycle) Item Level Attachments Partial Payment Unpost 1099-C Enhancements Hosted Credit Card Storage and Payment 75

76 Customer Hierarchy The Customer Hierarchy features an interactive chart of customer relationships, with options to view customer details or take actions on a customer account. 76

77 Support for Contracts in Collections Support for contracts and projects on the Collections Workbench by providing additional search capabilities and showing customer balances by contracts and projects Contracts Tab on the Collections Workbench 77

78 Receivables Direct Journals to Project Costing Integration 78

79 Delivered WorkCenters Accounts Receivable Easy and Quick delegation of tasks Drilldown to transaction detail Ability to run processes on multiple transactions View query results and reports 79

80 Payables and Receivables Integration for Interunit Billing Allows closing the Receivables open item automatically when the voucher is paid through Payables Creates consistent accounting entries across all involved products Netting account functionality was extended to allow for a deposit to be created for payments from PeopleSoft Payables 80

81 Aging and Dunning Enhancements Ability to categorize doubtful items during the aging process Customers who use interunit billing are able to exclude interunit customers from aging reports 81

82 Aging and Dunning Enhancements Customer statements can be run using system dates 82

83 Item Level Attachments Users are able to view itemlevel attachments through the: Payment Maintenance Credit card Draft worksheets Users are also able to view billing invoice attachments from Receivables for open items that were created through Billing and to access them in the various worksheets. 83

84 Partial Payment Unpost System presents the user with a Partial Unpost Worksheet with all the original payment applications from the payment group Partial Unpost Allows Mistaken Items to be Removed New Unpost Worksheet Rebalance by applying any remaining payment balance Apply unposted to new items 84

85 1099-C Enhancements With the new enhancements, you can: Associate a customer with a Canceled Debt Reporting customer group. You can then select the designated 1099-C customer group, a single customer, or all customers for 1099-C processing. Generate 1099-C reports for one or more business units associated with a canceled debt creditor. Store information that indicates a 1099-C report has been created for a customer, and retains the data submitted in the report. 85

86 Hosted Credit Card Storage and Payment Participating Order to Cash Products Order Management (Batch and Online) Return Material Authorizations Billing/Credits (Batch and Online) Receivables ebill Payment Customer Contact Profile Old method of storing credit card data still available 86

87 Hosted Credit Card Storage and Payment Create Profile Option CyberSource secure data capture page User is automatically transferred to the CyberSource page User Profile created on CyberSource side Token ID is returned to PeopleSoft database Last 4 Digits of Credit Card returned to PeopleSoft database Expiration Data is returned to PeopleSoft database No secure Personal Information is stored in PeopleSoft 87

88 Billing

89 Billing Highlights Billing Dashboard Billing WorkCenter Simplified Billing Entry Enhanced Billing to Project Costing Integration Enhanced Integration with Payables 89

90 Billing Dashboard The dashboard provides access to key information and real-time analytics such as: Invoices not interfaced to GL and AR Total invoices in various billing statuses Number of invoices processed monthly in a quarter. Users are able to drill into each of these analytics and view the detail transactions. 90

91 Billing WorkCenters 91

92 Simplified Billing Entry Ability to configure an express billing entry page with only desired fields through the use of express bill entry templates 92

93 ebill Payment Portal 93

94 Enhanced BI to Project Costing Integration Manual Items created in Billing will be pulled by Project Costing 94

95 Enhanced Integration with Payables Capability to send detail header or line information to Payables when vouchers are created for the Payables business unit. This function provides the flexibility needed in the billing and payment process for interunit vouchers. 95

96 Project Costing

97 Project Costing Highlights Project Summarization and Compression Rate Plan Pricing Variance Pricing Simplified Capture of Project Costs and Revenue (process AR direct journals) Projects WorkCenter Project Financial Pivot Grids Multi-Dimensional Rate Definition Manager Transaction Review 97

98 Project Summarization and Compression Each application engine process for the corresponding feeder application, sends detailed information to the corresponding detail table When running the Project Summarization or Compression you have the option to select Daily, Monthly, Quarterly, Weekly, and Yearly as the Date Summarization level on the Summarization Template. 98

99 Rate Plan Pricing Rate Plans can contain multiple rate sets. Ability to process rate sets that have a common base across projects which reduces the cycle time when processing and compressing transaction from pricing. 99

100 Variance Pricing Retroactive rate adjustments are required when contractors retroactively apply new rates to transactions that are previously processed Expanded run control parameters enable more control over the variance pricing transactions that are created Run control page has an optional review page to examine output before processing. Select to enable variance pricing 100

101 Flexible Rate Sets The rate definition type of Cost/Billing creates cost and billing target rows, reducing the number of rate sets required and accelerating the Pricing process 101

102 Project WorkCenter 102

103 Project Financial Pivot Grids Uses Query as data source Displays in Grid or Chart Drag / drop among rows, columns and filters Drilldown to details Change filters Export data into Excel 103

104 Multi-Dimensional Rate Definition The Custom Rates feature offers the ability to define rates by as many as five different fields (or dimensions) that are available in the project transaction table (in addition to rates by employee, role, job code). 104

105 Manager Transaction Review Enables organizations to review and approve billable transactions before interfacing them to PeopleSoft Contracts and Billing New: filter transactions by contract and contract line 105

106 Asset Management

107 Asset Management Highlights Asset Cost Adjustment Enhancements Enhanced Procurement and Payables Integration for Assets Asset Physical Inventory Enhancements Disposal Worksheet Improvements Project Costing ChartFields in AM (included in accounting entries, online inquiries and reports) BI Publisher Reports in Asset Management (existing Crystal reports in XML format) Printable View of Asset Enhancements Accounting for Asset Retirement Obligations Dynamic Bonus Depreciation Approval Framework Adoption for Asset Management (self service / asset disposal) Accounting for Prior Lease Payments 107

108 Rapid Capture of Multiple Distinct Asset Cost Adjustments Enter first acquisition line Click on Capitalize button and save Without leaving the page, click the Add a New Row button to add the next transaction. 108

109 View Asset Cost History from Basic Add Component AM employs Related Content functionality to display Asset Cost History information from any page within the Basic Add component 109

110 Enhanced Procurement and Payables Integration for Assets Ability to group requisition and purchase order lines that correspond to a single asset. Purchasing can determine when assets should be created based on the receipt of a procurement group sequence. Flexible allocation of asset-applicable voucher adjustments. 110

111 Enhanced Procurement and Payables Integration for Assets notification of asset-applicable credit memos improve visibility to credit transactions that may require further review or action To set up notification of asset-applicable credit memos 111

112 Asset Physical Inventory Enhancements PeopleSoft Asset Management 9.2 enhances Asset Physical Inventory functionality by providing: A configurable Mass Transaction Manager that replaces Mass Change for Physical Inventory. Configurable inventory occurrence criteria. Improved view of Physical Inventory processing steps. Validation of asset acquisition date against physical inventory control start and end dates. Physical inventory of assets assigned to multiple sets of ChartField combinations for a single department ID with new alert for an asset assigned to multiple departments. Reconciliation of location area ID and custodian name. Identification of duplicate serial IDs within the same physical inventory ID. 112

113 Disposal Worksheet Improvements Expanded asset search criteria selection, including: asset ID range FERC code area ID group ID in-service date range asset status parent ID 113

114 Printable View of Asset Enhancements Additional asset information fields: Asset Type Asset Subtype Asset Retirement Obligation fields Capitalization Threshold 114

115 Accounting for Asset Retirement Obligations Performs the following functions: Flags assets with legal obligations that are associated with retirement to facilitate proper reporting and processing of the retirement obligations in accordance with GAAP. Captures the initial measurement of an asset retirement obligation. Calculates depreciation of the asset retirement cost. Recognizes and measures the ARO. Provides online schedule of ARO expenses for review. Provides accounting and settlement of ARO. Compliance for leased assets, group assets, and asset impairment. Provides reports for ARO. Enable ARO processing in overall Installation Options and at the business unit level 115

116 Dynamic Bonus Depreciation Users can configure new depreciation bonuses as soon as tax legislation is enacted 116

117 Accounting for Prior Lease Payments New transaction type on installations page Select the Prior Payment in Current Period check box 117

118 PeopleSoft HCM 9.2 Transformative

119 HR Transformation From an article titled How CEOs Can Transform HR into a Revenue Driver by Mark Hurd, President at Oracle. As I visit with big companies and organizations all over the world, it s clear that most CEOs realize they need to make some dramatic changes in how they recruit people, align and manage performance, make compensation decisions, and optimize talent. What s not so clear to them is how they make that happen. 119

120 HR Transformation In a recent survey of CEOs by PwC, 60% say they are concerned about not having enough talent and/or the right mix of talent. And this talent gap is causing them significant challenges: 31 percent said they can t innovate effectively; 29 percent can t pursue attractive market opportunities; and 24 percent had to cancel or delay a strategic initiative. 120

121 PeopleSoft HRMS Historical Highlights

122 PeopleSoft HRMS Historical Highlights PeopleSoft HRMS Specialist based transaction processing system where all users were highly knowledgeable and executed specific data-entry or processing tasks. HR, Payroll and Benefits departments were only users Client Server technology, multiple database vendors supported, date effectivity, and user created queries Additional functionality such as Benefits Administration, Time & Labor, Position Management, and Recruiting were added in releases. Employee Data Repository - Robust source of employee related data. 122

123 PeopleSoft HRMS Historical Highlights PeopleSoft HCM Human Capital Management is introduced Source Data Capture a move toward efficiency eapps epay, ebenefits, eperformance, etc. creates dramatically larger user base. Streamlining of business processes through routings, approvals, worklists and roles Easily determine the status of a transaction, identify and work around roadblocks with a robust and convenient audit trail Browser based user interface - system accessibility now mated well with the move to allowing all employees access to HCM self-service Employee Data Repository Accuracy and timeliness improvements 123

124 PeopleSoft HCM v. 9.2 Interaction Hub - Configurable user interface with single navigation across all applications powered by a new global search capability. From a single company branded home page, users can access any transaction across HCM, ELM, and HR HelpDesk. 124

125 PeopleSoft HCM v. 9.2 Activity Guides - User configurable guided navigation for business processes including steps (including sub-steps), actions (required or optional) and approval processing. Steps can even involve navigating outside of PeopleSoft HCM. EXAMPLE: Life Events Train Stops PS delivered guided navigation process that displays and orders a series of steps (with possible sub-steps) to accomplish an overall task. The goal is to provide the end user with a complete view of the process and allow them to see where they are within the process at any point in time. EXAMPLE: Paycheck Modeling 125

126 PeopleSoft HCM v

127 PeopleSoft HCM v. 9.2 HCM Manager Dashboard - provides business managers a real-time high level view of their operations 127

128 PeopleSoft HCM v. 9.2 WorkCenters WorkCenters are preconfigured pagelets and links that allow personalization to look and feel. One stop shop for key roles within a business process to conduct transactions, take action on alerts and view reports and analytics. Can be cross functional, highly configurable and deliver personalized content to the users based on their roles and permissions Standard pagelets include: 1) My Work, 2) My Links, 3) Queries, and 4) Reports and Processes. 128

129 PeopleSoft HCM v

130 PeopleSoft HCM v. 9.2 Active Analytics Framework Pivot Charts/Grids actionable operational analytics allows drilldown from charts to source data in grid format Attendance Violations Gross Pay by Department Headcount Movement Manager Current Headcount Administrator Job Openings Aging Analysis Salary Increase by Performance Self-Service - Deeper employee and manager self-service functionality Management Addition of manager decision making tools (business analytics) and business process management 130

131 PeopleSoft HCM v. 9.2 Mobile Solutions - Company Directory 131

132 PeopleSoft HCM v. 9.2 Help PeopleBooks Web, Local and/or PDF Based Help Embedded help Business Process Maps based help Global Search - PeopleSoft Search enables you to take actions directly from your search results based on context without navigating through the menu to find the pages and data that you are looking for. Approvals of Work List Items Attachments - easier to use than in version 9.1 PeopleSoft Update Manager PeopleTools Bundles and Maintenance Packs are no longer used. Allows user tailored update packaging and selective application of patches and Tax Updates. 132

133 Brass Ring PeopleSoft HRMS Silver Ring PeopleSoft HCM pre-version 9 Gold Ring PeopleSoft HCM version 9 133

134 Opportunities and Challenges HCM systems will be major players in improving employee engagement, productivity, and collaboration across the organization Efficiency - Doing more with less will always be the goal of organizations Change is inevitable Changing demographics mean changing expectations (Millenials 36% of workforce in 2014 and 46% by 2020) Working styles telecommuting is here to stay and will be expanding. Getting the most out of our workforce means providing the same degree of social immersion, accessibility and collaboration from technology both at work and our personal lives. 134

135 Opportunities and Challenges Identifying appropriate functionality Must support organizational mission Must have a positive ROI Resist fads Adopting new functionality Organizational buy in executive sponsor Resources, knowledge and time to implement Resources to support added functionality 135

136 Opportunities and Challenges The golden ring is here ready for you to pick it up, put it on your finger and show it off to your organizations. And in doing so you just might become the Belle of the Ball! 136

137 Upgrade vs. Re-Implement Analysis Review October 3, 2013

138 Table of Contents Methodology From a General Point of View Definition of Upgrade vs. Re-Implementation Why do organizations continue to invest in PeopleSoft? Key Considerations when making decision Level of Effort comparison by phase Methodology From the <CLIENT> Point of View Key Considerations when making decision Compare ability to meet <CLIENT> goals under each approach Level of Effort to achieve these goals Conclusion 138

139 Methodology General Point of View

140 Definitions Upgrade: Involves executing pre-delivered scripts, provided by the software vendor, which migrate transactional data, configuration data, configuration values, reports, interfaces, and customizations. Often this is referred to as a technical upgrade, as the business processes that are established are carried forward. The upgrade path is provided by the software vendor, which is typically within two releases. After executing the upgrade scripts, new features and functionality provided by the software vendor are available to the customer. Additional functional modules can be implemented, provided that they do not interfere with migrated custom code. Re-Implement: Involves a migration from the older version of the software to a current version utilizing custom conversion code rather than the upgrade scripts. The execution of a reimplementation approach is similar to the original implementation, as business process re-design typically accompanies this approach. In addition to business process redesign, system design and configuration decisions can be reconsidered and altered as appropriate, requiring a data mapping and fit-gap exercise. The re-implementation approach treats the current version as a legacy system, and the latest version as the new target. If design and configuration changes are made, then there could be significantly more effort in converting transactional data, reports, and interfaces. Customizations should be re-considered, with the goal of removing pervasive customizations and replacing with new functionality or additional functional modules. 140

141 Why Do Organizations Continue to Invest in PeopleSoft? Oracle acquired PeopleSoft in 2005, and for a period of time the future of PeopleSoft was in doubt. Many in the industry believed that Oracle would simply deprecate the software and force their customer base onto the Oracle EBS suite or onto the new Fusion products that were promised. Ultimately, Oracle opted to continue investing in the PeopleSoft product line. There have been three major releases of PeopleSoft since its acquisition by Oracle, and many more are in development. Oracle has committed to continuous development of the PeopleSoft suite of products through at least the year Organizations with significant investment in the product no longer need to be concerned in the direction in which Oracle is taking PeopleSoft. New enhancements are delivered with each release to extend the return on investment Oracle s objective is to help Customers achieve World-Class Finance Processes by leveraging the latest technologies to: Increase Productivity Accelerate Business Performance Lower Cost of Ownership 141

142 Upgrade or Re-Implement? Key Considerations There are many factors to consider when planning a migration from current state to the most recent version of an ERP platform. The questions below help to inform an organization of where they sit in this spectrum: Upgrade ERP if There are minimal customizations Customizations that exist will be carried forward as-is with no new development All business requirements are satisfied with the current system New functionality can be introduced via additional modules without impacting upgrade process Current system design can be carried forward without significant change Business processes do not need to change (i.e. already following best practices) The upgrade path is straight-forward, with minimal steps and dependencies The organization has a very low tolerance for change There is limited time or budget Re-Implement ERP if There are many customizations which can be replaced with new features in current versions or newer modules Customizations must be retained, but must be re-coded for any reason (new table structures, better efficiency, etc.) Business requirements are currently unsatisfied Functionality offered via additional modules would be impacted by current business process or customizations System design changes must be considered (perhaps due to lack of conformity, or design limitations of future expansion) There is a need to change business processes toward best practices, to improve productivity The upgrade path requires multiple steps and involves many dependencies The organization has embraced change and understands the value to be delivered Time constraints are minimal, and business case allows for greater budget to be available 142

143 Project Methodology Same Approach Different Effort Regardless of the decision to upgrade or re-implement, the migration to a more current version of an ERP will follow the same general project life-cycle but the level of effort within each phase will vary Complexity High Low Cost The decision support tools utilized in this analysis will help to quantify a recommended approach as well as the relative difference in effort between the two options based on <CLIENT> specific circumstances Low Effort / Duration High 143

144 Initialize Phase Comparison 144

145 Conceive Phase Comparison 145

146 Design Phase Comparison 146

147 Develop Phase Comparison 147

148 Deploy Phase Comparison 148

149 Methodology <CLIENT> Point of View

150 Self Evaluation Upgrade or Implement Approach Used Given the scope as defined by the <CLIENT> s stated goals and objectives, the SpearMC Upgrade vs. Re-Implement Decision Support Tool will be distributed to key <CLIENT> employees. These employees are then asked to perform a self-analysis based upon the specific circumstances facing the <CLIENT>. The tool provides a quantifiable evaluation based on critical factors to be considered when migrating from PeopleSoft vx.x to v9.2 and level of effort. The feedback was then aggregated and averaged, producing the final result. 150

151 Will specific <CLIENT> goals be met? This analysis shows the relative ability to meet the stated goals of the <CLIENT> under each approach. 151

152 Self Evaluation Upgrade or Implement Final Score Scores indicate a re-implementation approach to be the recommended path for the <CLIENT> based on key considerations taken in evaluating current state of technology to meet business objectives. 152

153 Self Evaluation - Detail What is the level of customization within your organization? Score = 90 Not At All Highly Customized The # of mods is not high, but key assignment is pervasive. There are a lot of customizations that also disable existing functionality. The impacts of the Activity Billing customization is pervasive throughout the system. This fundamentally creates behind the scenes accounting that precludes the <CLIENT> from being able to meet audit requirements, financial reporting, management reporting and transparency. Will customizations be carried forward to the latest version? Score = 50 (Partially) No Partially Yes The goal is to minimize the carry forward of customizations when PeopleSoft functionality exists to meet our business needs. Any need for a new or existing customization will need to be highly scrutinized by the governance protocols that will be in place during the reimplementation. Current PeopleSoft functionality meets <CLIENT> business requirements, but it will result in significant business process redesign. 153

154 Self Evaluation - Detail To what degree is business process redesign desired? Score = 87.5 No BPR A Great Deal of BPR A basic foundation of use in each module or application is required to create stronger internal controls and meet the business requirement to implement commitment control. There will also be efficiencies and standardized processes benefits realized. This is highly desired, as this will allow us to remove activity billing & replace other customizations that are in place where PeopleSoft functionality is available. It will be necessary, but likely not desired by most departments. To what degree is chart of accounts redesign desired? Score = 75 No COA Change A Great Deal of COA Change Many of our significant business problems are predicated on the non-standardized use of our ChartFields. We are not able to report at a <CLIENT>-wide level for financial, management and regulatory reporting. Each department uses each chartfield for different purposes and also creates budget control levels at different chartfields. It will be necessary, but likely not desired by most departments. 154

155 Level of Effort Comparison <CLIENT> Employee Scores Upgrade ReImplement The relative effort for a Re- Implementation was determined by <CLIENT> employees to be 245% of the effort for executing Upgrade SpearMC s estimate was 312% Initialize Conceive Design Develop Deploy Total SpearMC Scores Upgrade ReImplement Activities within these phases which drive up the effort include: Chartfield Harmonization, Integration Strategy New Functionality Implementation Business Process Redesign Strategy and Delivery Initialize Conceive Design Develop Deploy Total 155

156 Questions

157 About SpearMC Consulting Founded in 2004, SpearMC is a professional services firm specializing in Enterprise Resource Planning (ERP), Business Application Development, Project Management, Change Management and Technical Training. Each member of our Senior Management Team leverages over 20 years of experience in Technology, Financial and Business Transformation. Our Consulting Specialists and network of Business Analysts, Technical Leads and Project Managers average 15 years of experience. Our consultants combine technical specialization, industry experience, and operations improvement best practices custom-tailored for the job at hand. Industry focus areas include: Energy, Transportation, Healthcare, Government, Media/Technology, Consumer Products and Banking. Regional offices in San Francisco, Chicago, Seattle and Oklahoma City 157

158 Services and Core Competencies Technology and Business Consulting Full-service ERP and BI Selection, Implementation and Integration Oracle EBS, PeopleSoft, JDEdwards, SAP IT Transformation, IT Strategy and IT Infrastructure ERP Bolt-On Applications Development Technology and Applications Training Capability Assessment Program and Project Management Project Management Office (PMO) Project Portfolio Management Change Management Business Transformation Operations Improvement (Six Sigma, Lean, etc.) CIO and CTO Advisory Services Strategy for Pricing and Revenue Enhancement 158

159 Project Methods and Tools Needs analysis IT Strategy & Transformation ERP Selection & Implementation / Integration Business Transformation Project Management Assess staffing requirements Complement existing expertise and skills Capability Assessment Tools, best practices and proven management techniques include Continuous Improvement Six Sigma Lean Agile Project Management Techniques Change Management 159

160 Point of View We have studied the critical success factors in systems evaluation and implementation projects and built them into our methodology and tools Twelve Leading Practices Twelve Leading Practices Business Case Focus on the capabilities & benefits, not just going live Assign clear ownership of benefits Define metrics and manage to them Use the business case as a management tool People Align the organization on the true destination, focusing on the people who have to make it happen Achieve balanced people, process and technology changes Transition project roles to a way of life Teach the organization to use new capabilities Apply program management practices throughout the program life cycle Process Orientation Build and leverage process expertise Extend capabilities beyond the ERP foundation Promote post-implementation commonality The majority of unresolved issues on major business systems projects are people related, not software related. 16% 12% People Process Technology 62% Focus on how selected solutions will work, instead of debating minor product differences. 160

161 SpearMC Consultant Profile Average of 15 Years of Consulting Our principal consultants and employees are highly specialized and recognized in their respective fields Continuous Learning Regular attendance of trainings and seminars Best Practice Sharing Presenting at local and national levels: Oracle Open World, Quest Collaborate, Regional User Groups, and our own SpearMC IT Roundtables and Road Shows Certifications & Specializations CPAs, Project Management, Six Sigma, APICs Lean Six Sigma, Lean Manufacturing, Global ERP Transformation, Supply Chain, Strategy and Continuous Improvement PeopleSoft Financial Management, Human Resources, PeopleTools 161

162 Our Strengths Industry Expertise SpearMC offers deep knowledge of ERP systems and integration, IT strategy and operational improvements. Let us help you improve the operating and financial performance of your investments. Staffing for IT and Business Transformation Supplement, complement, enhance, or expand your portfolio of skills and experiences with SpearMC resources fast and effectively. Outsource Project Management Flawless execution with a focus on financial business process redesign and continuous business improvement. Partnering & Business Development Employ the SpearMC expertise and network within the energy and transportation industry. 162

163 Partnering with SpearMC SpearMC listens to and partners with the customer to help them achieve their goals. Approach Partnership Consultant as coach and facilitator Consultant as expert to compliment GIP Consultant driven via process, people & technology Specific skill and deep product knowledge Sustainable results driven by a seasoned resources Process business transformation complemented by technical knowledge Helping GIP to identify value and reduce risk Assist in visioning and planning to meet objectives Sustainable results by helping GIP to drive to the strategic goals quickly Deep with industry knowledge to add to GIP s strengths Scale up and down to support GIP = Sustainable Results 163