UCPath Project Status Report

Transcription

1 UCPath Project Status Report Report Date February 3, 2012 Project Director Anthony Lo Executive Nathan Brostrom Sponsors Peter Taylor Project Summary Scope Schedule Budget Resources Because of the additional work effort for integration activities, there is a less than 75% chance that budget, schedule and scope will be as originally defined. Now that a successful review of the Enterprise Integration Strategy has taken place, Oracle will begin in earnest to determine the extent and cost of this additional work effort, as well as impact to and mitigation options for workstream activities, especially around build and test plans and milestones. The PMO has now filled a number of critical project roles. During this review period, the team has focused on configuration activities, gap analysis, functional specifications and, primarily, review of Integration Fit Analysis documents with campus and medical center participants. Key Accomplishments Completed over 30 formal review sessions of Integration Fit Analysis documents. The Enterprise Integration Strategy was reviewed in a face-to-face meeting of campus project managers and IT leads on February 2. Developed approach for ensuring that end-to-end business processes are developed in conjunction with Conference Room Pilots in March and April. UCSC data was successfully extracted and loaded to the Oracle staging table as an initial test of the data conversion process. Continuing/Upcoming Activities Functional gap analysis and disposition of parking lot items. There will be further work sessions about manager self service design, and the Conference Room Pilot schedule and agenda will be distributed. Specific follow-up activities stemming from Integration Fit Analysis review sessions, especially concerning the data warehouse strategy. Develop agenda and schedule project road show intended to provide campus leaders and key stakeholders a better common understanding of the project, its various workstreams and responsibilities between the central PMO and campus project teams as well as provide a forum for questions and sharing feedback. 1

2 Key Decisions Historical employee documentation will remain at campuses, although there is the possibility of pursuing digital archiving in the future. Leave of absence administration at the shared services center will be limited to status management at initial go-live. At a later point, end-to-end leave management administration will be implemented. Service Level Agreements will be implemented with shared services center customers (campuses and leadership). The shared services center will operate 7 am to 7 pm. The center will be closed on University holidays and weekends. The systemwide shared services center will be called the UCPath Center. My UCPath will be used for web and addresses. The UC and Oracle PMOs agreed that Hyperion will be implemented once Wave 3 is live while Business Analytics will be implemented along with each wave. The Executive Steering Team agreed to decide on the campuses for Wave 2 and Wave 3 during its May meeting. Upcoming Key Decisions Location of the systemwide Shared Services Center. Status: Six Location Proposals have been received. A final decision will be made by the Executive Sponsors in February. Structure and governance for ongoing systemwide Shared Service Center. Status: Recommendations have been developed by the Service Delivery Core Team and will be reviewed by the Executive Sponsors/Executive Steering Team. Approval of key technical strategies. Status: All IFA review sessions have been completed and the Enterprise Integration Strategy was reviewed on February 2. Further review is needed for the data warehouse strategy and integration architecture approach, which will be discussed within the PMO as well as by the ITLC. Potential budget and timeline changes resulting from interface analysis and decisions. Status: Oracle and UC PMOs have started sizing impact and discussion of options now that the Integration Fit Analysis sessions have concluded and the in-person Enterprise Integration Review meeting has been held vs annual pay hours. Status: The Management Workgroup prefers that UC use the more common 2080 annual work hours, which is standard in PeopleSoft. The group will review the impact of this change on other systems at its February 6 meeting. Intersection between UCPath and AYSO. Status: Recommendation of the project design team is to use AYSO as the system of record for beneficiary information, which will require a modification to delivered PeopleSoft functionality. This issue will be referred to Project Director for review in February. Leave accrual standardization. Status: The Management Workgroup approved the leave accrual recommendation in concept in July but agreed to defer to the CHROs and APDs for language regarding the accrual maximum and to the Controllers for financial impact. The Controllers are currently reviewing the standard. Agreement on a standard medical center PTO program. Status: The medical center CHROs are discussing the existing programs. 2

3 Project Status System Implementation Start Date Finish Date Status Decisions, Issues and Risks 1. Integration and Conversion Strategies Issues 2. Process Design The number of interfaces required is significantly greater than 3. Configuration planned; Oracle is estimating the effort required for the 4. Functional Design increased workload and mitigation strategies. Will definitely 5. Technical Design have an impact on Development and Test workstreams. 6. Development vs work hours: UCOP ITS is assessing 7. Test Planning and Execution downstream system implications. 8. Data Mapping Conversion to biweekly pay cycle. Labor Relations has notified 9. Data Clean up bargaining units. UCSC is reviewing options to address 10. Update Business Process Maps conversion to a biweekly cycle that does not currently exist at 11. Payroll Parallel Testing the campus. 12. User Acceptance Testing Oracle is not planning to lead development of detailed business 13. Performance Testing processes and workflow. Aon Hewitt will support extended CRP sessions to allow time to develop end-to-end business 14. Cutover processes and workflows. 15. Production Need to ensure that there are sufficient functional specifications in the pipeline for the Oracle development resources that are now available. Additional Tier 1 interfaces may surface as campuses and medical centers provide details about data warehouse support. It is not yet clear how to address eperformance and TAM at several locations. There are outstanding questions about data conversion, interfaces and timing for conversion to single instances of these modules. System Implementation Functional Design Team members finalized four-week Conference Room Pilot (CRP) schedule. Oracle and UC resources are analyzing gaps and working through parking lot items. There are 58 known gaps. Analysis is completed for 4 gaps and underway on an additional 10 gaps. Functional design specifications are in progress Technical Strategies Over 30 Integration Fit Analysis review sessions were attended by boundary system owners and SMEs. The Enterprise Integration Strategy was reviewed during an in-person meeting of UCPath project managers, IT leads and SMEs. The project will begin moving toward execution of the Enterprise Integration Strategy, although there are some outstanding issues, such as the data warehouse strategy, which is still under review. Data conversion Completed mapping for Personal Data, Ethnicity and Identification. Job Code, Payroll Setup and Payroll Deduction mappings are almost complete. Functional and technical designs for Personal Data conversion have been completed. 3

4 Service Delivery Model: Requirements Start Date Finish Date Status Decisions, Issues and Risks 1. Blueprint Development Issues 2. Facilities and Infrastructure Planning Resources are needed to lead workstream activities. The 3. Technology Needs Assessment Technology Lead needs to be hired as soon as possible. 4. Technology Requirements Definition Staffing Strategy, Roles and Staffing Training Curriculum Interactions Model Change Planning Transition Planning Implementation Build Phase (including post go-live change management) Service Delivery Workshop #3 - The Core Design Team completed workshop #3 (of 4). The team addressed governance, organizational design, resource planning, staffing, business continuity, transition and change management. The Core Team recommended a flat organizational structure, validated the proposed staffing timeline, evaluated role profiles, determined the responsibilities for staffing, transition planning and communication and provided feedback on job descriptions for UCPath Center leadership. Shared Services Center Name The Executive Steering Team approved the Service Delivery Core Team s recommendation of UCPath Center. Change Management/Communication Start Date Finish Date Status Decisions, Issues and Risks 1. Assessment Issues 2. Communication ongoing Training Lead will be leaving the PMO in February. 3. Change Management ongoing Replacement will need to be recruited. 4. Learning and Education Various communications needs exist around project. Some 5. Training can be addressed via appropriate vehicles now/soon; others 6. Adoption related to answers we do not yet have. Change Management/Communication Updated UCPath Overview presentation Updated project overview presentation was posted to SharePoint for use by campus stakeholders. Change Network Drafted change network strategy document; will start socializing and soliciting feedback from locations to firm up strategy. 4

5 Project Management Start Date Finish Date Status Decisions, Issues and Risks 1. Staffing Risks 2. Project Planning and Tracking ongoing The project has not yet filled several key project roles. 3. Campus Coordination ongoing Mitigation: HR has expanded recruiting efforts to help identify additional qualified candidates. During this period, the project filled the critical Implementation Lead role, and two additional team members will come on board next week. Project Management Staffing The Implementation Lead, Payroll Accounting SME are on board. The Benefits SME will be on board by early February. Integrated Project Plan The PMO presented a proposed integrated project plan structure to the project managers on February 2. The team will incorporate feedback into a draft and additional timeline/resource information as it becomes available. 5