Optimize your PeopleSoft 9.2 Investment with a Competency Center

Transcription

1 Optimize your PeopleSoft 9.2 Investment with a Competency Center Session ID#:2015PSFT What is a Competency Center Transformative Features of PeopleSoft 9.2 / People Tools 8.5x and their impacts on your Competencies Positioning and Starting a Competency Center Prepared by: Name Mike Castronovo Title: President Company: AMCP mikeca@amcpeoplesoft.com

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3 Welcome and Please: Silence Audible Devices Note Fire Exits Partake of Refreshments Note Quest Staffers (green shirts) Complete Feedback Form Ask Questions Administrative Notes

4 Optimize your Investment in PeopleSoft 9.2 with a Competency Center Topic Overview Large organizations are usually sub-divided into functional areas such as finance, SCM, and human resources, etc. These functional groups have separate operations and are vertically integrated and are therefore sometimes referred to as "silos". A Competency Center is the point of focus for the organizational integration of PeopleSoft into the operations of your business. It is a cross functional group of resources that are centrally coordinated to help separate functional areas to work together. It has 3 main functions, Knowledge Management/Training, Business Processes Management, and Strategic Planning and Change Management This presentation includes the impact of PeopleSoft 9.2 / People Tools 8.5x to your organization, and how to benefit from the many transformative changes in the new platform release using a competency center, instead of being overrun by them.

5 Common Organizational Challenges Managing Change Organizational Silos Increased Software Complexity Changing Customer Expectations Business Needs to Change Rapidly Enterprise Performance Management IT ROI Lack of documentation Lack of controls Poor data quality No training Changing cost models It s the soft stuff that s hard

6 Competency Centers A Competency Center is the point of focus for the organizational integration of PeopleSoft into the operations of your business. Competency Centers are custom designed to meet your needs. a competency center operates in three dimensions: 1. Knowledge Management - The Capture and Transmission of Institutional Knowledge and Competency Based Training (People) 2. Business Process Management Business Process Definition/Optimization, Master Data Management, Key Performance Metrics, and Control points (Process) 3. Strategic Planning and Change Management Strategic Planning, Change Management, Stakeholder Alignment, Communications, Risk Management (Purpose)

7 2.1.1 Capture and Transmission of Institutional Knowledge Structured Based Knowledge Polices Procedures Processes Business rules Lessons Learned Domain / Institutional Knowledge Terms Various Documents such as specs, etc..

8 2.1.2 Competency Based Training and Knowledge Transfer Competencies are the skills, processes, and procedures that a person needs to do their jobs. Define what competencies are needed for each job or role Identify competency gaps in your organization Develop a plan to resolve gaps Execute and Repeat

9 2.2 Business Process Management Gartner says -"BPM is a management practice that provides for governance of a business's process environment toward the goal of improving agility and operational performance. BPM is a structured approach employing methods, policies, metrics, management practices, and software tools to manage and continuously optimize an organization's activities and processes." Which Means From People Driven to Process driven activities The goal is to change the business from using a localized, departmental approach to that of managing the business processes. Repeatable, predictable outcomes

10 Business Process Management What is a Business Process? Rummler & Brache (1995) [7] use a definition that clearly encompasses a focus on the organization s external customers, when stating that a business process is a series of steps designed to produce a product or service. Most processes (...) are cross-functional, spanning the white space between the boxes on the organization chart. Some processes result in a product or service that is received by an organization's external customer. We call these primary processes. Other processes produce products that are invisible to the external customer but essential to the effective management of the business. We call these support processes. In Short - each stakeholder has their own process steps that intersect with other stakeholders.

11 Business Process Management A business process stream is a series of related business process steps that contain both customer and administrative processes Sample Business Process Streams Record-to-Report, Procure-to-Pay Revenue Management, Grant Management Asset Lifecycle Management, Project Compliance/Security Monitoring Data Management Production Support Management, Hire to Retire, time to Paycheck Recruiting-to-On-Boarding Talent Management Order-to-Cash

12 Business Process Management Risk and Control / Compliance Processes Requires a framework covering the areas of business process controls, application security, program interface, conversion, technology infrastructures, and project management. COBIT1 Framework - is often a combination of centralized accounting controls and decentralized operational controls. Sarbanes Oxley - conflicts of interest In the e-enabled ERP environment, control solutions for risk associated with e- business must be developed. The traditional control framework must be extended to include identity management, content quality, privacy, collaborative commerce, and integrity The Financials Audit Framework (audit logging) provides efficient tracking of transaction processing that results in enhanced visibility and detailed audit trails. The framework is a centralized structure that allows you to identify the statuses of transactions to be tracked, including online views to search the audit log results by source, transaction and user. You can also archive and purge the audit logs.

13 Business Process Management Some Steps to Define your Business Processes / Governance Identify / Map / Design Business Processes and Chain of Custody Determine Upstream / Downstream impacts and Master Data Element Governance Review Industry Benchmarks Develop Key Performance Indictors / Control points Develop Roles and Responsibilities Determine Issue Resolution Methods, (Root Cause Analysis / Fix data at source)

14 3. Strategic Planning and Change Management Stakeholder Alignment, Communications, and Risk management Define Stakeholder and Customer Segmentation do you know your customers, and what they need? Review Organizational Structure broke structure means broke people Identify and Develop Strategy for High Risk Communication Areas we don t talk to them Develop User Groups - representation of the people Create Risk Dashboards / Interoperability Reports, Scorecards/KPI s the goal is communicating the risks and expectations and results

15 AMCP Strategies for Sustainability PeopleSoft sustainability is more than just having PeopleSoft expertise. It is a ongoing relationship with you and your customers and stakeholders to ensure that the PeopleSoft technology and related ecosystems is applied and managed in a manor that meets your needs for both today and tomorrow, integrating seamlessly into your business operations.

16 5. Sustainability The ability to meet the ever-changing needs and requirements of your customers and stakeholders Alignment Diagnostics Life Cycle Analysis / Portfolio Analysis (Future Proofing) Strategic Planning and Roadmap Development Best Practice Reviews Audit and Health Checks Does our software match our business processes and requirements Are we making the right investments and are they aligned with our strategy Has our system become out of alignment. are we still meeting our customer needs Where can we optimize Are we in compliance Can we change as needed Do we have the right people with the right skills

17 Sustainable Solutions Points of Alignment Purpose Purpose, Policy Objectives / ROI Does what your systems currently have match what you need. People What People with what body of competencies (Skills, knowledge, and experience) do I need to make this happen. Do we have the skills we need Process - What processes do I need them to execute, and how can I measure and monitor them. - How can we optimize ROI throughout the whole lifecycle Checkpoints Before a Major Upgrade or New Installation, or major system enhancement or reengineering effort After a Major Upgrade or New Installation, or major system enhancement or reengineering effort When looking to get more out of your PeopleSoft System, whether a better ROI, increase customer satisfaction, or to enable the support team to be more productive When these points are not aligned the result can be a catastrophic system failure resulting in very high cost asset remediation, when they are aligned, sustainability is the outcome and much lower overall lifecycle cost for the PeopleSoft ecosystem. If issues are not addressed before a major upgrade, it is likely that the upgrade will reinforce the issues rather than resolve them.

18 Lifecycle Planning Sustainability Future Planning / ROI Lessons Learned Waste Removal / Performance Lifecycle Analysis Strategic Planning Operations / Maintenance Competence Compliance Agility Programs and Budgets Build / Implement Analysis Resourcing/ Finance Future Proofing Future proofing is not just about prolonging an asset s effective life: it implies an ongoing audit of the nature and function of the asset as measured against the Triple Bottom Line as being the best means of keeping pace with customer expectations, and even unmet needs. Future proofing sets outs a plan for sustained investment that guarantees the high performance level of the asset, even as expectations of what asset performance actually means change.

19 2. Impact of PeopleSoft 9.2 / People Tools 8.5x Transformative Features Selective Adaptation No longer jump from release to release, its no longer about upgrading to upgrade / compliance customers expect changes sooner and with less pain PT 8.54x - Cloud Enabled ( such as multi-tenant, SAAS, etc..). New Business Process and Governance Tools (work center, activity guide etc ) 1500 new features, and growing Remove Customizations All means.new Competencies needed (bp, procedure, and person)

20 Selective Adaptation Support for an Agile Business Model

21 PT Cloud Enabled (Sass, Pass, Iass) Cloud Hybrid Onsite Things to Consider Cost SaaS applications are designed for end-users, delivered over the web Customer Satisfaction Competencies (Polices, Procedures, People) Social Returns Environmental Returns PaaS is the set of tools and services designed to make coding and deploying those applications quick and efficient IaaS is the hardware and software that powers it all servers, storage, networks, operating systems

22 New People Tools features for Business Process and Governance Work Centers Activity Guides eforms Batch Process Scheduler (Process weaver) Workflow Testing Data Migration Security PUM Reporting

23 Value or Complexity? It s both

24 Review Impact of 9.2 on your Current State Systems tend to go out of alignment over time. So if it has been 3-5+ years since you have upgraded Review Current Pain Points/ Issues - if not addressed or identified, they can prevent needed change from happening. We may derail an upgrade. To be able to change your PeopleSoft system quicker / faster, and get value sooner, requires the proper alignment of people, purpose, processes. So your ability and agility to change is based on how well these are aligned.

25 In Summary - New / More Competencies are Needed Sample Skills Needed Software is more complex 100,000 + tables, 1500 new features in 9.2 More PeopleSoft Skills needed A technical upgrade is considered more of a lift and replace. Look under the hood, see what is really needed - Diagnostic skills, Process, procedure, technical, documentation skills, etc.. More training and testing, more often More training and testing skills More change More change management skills New processes to manage change More Planning, cross functional skills, policy and procedure skills

26 3. Competency Center Steps to frame your startup Define the competency center, create initial Benefits and value proposition and charter, review/analyze the lifecycle costs/ ROI measurements basically the plan Define high level future state model ROI Evaluation The Value Swing Asset Reengineering (Pain to gain) Conduct initial diagnostics / current state assessment Create plan Define staff and structure Determine competency center and PeopleSoft related competencies needed Create reporting tools Create stepwise transition plan

27 Sample Benefits 1. Align future procedures and competencies to the revised financial policies and procedures A. Define and implement key performance indicators B. Reviewing and implementing options for "future-proofing" the ERP System 2. Enhanced capacity to meet organizational and operational challenges Increased operational efficiency and cost saving 3. Enhanced communications, transparency and accountability to customers and stakeholders 4. Trend analysis and risk management 5. Provides cross functional management on vertical silos. 6. Anticipating and meeting policy objectives, such as sustainability, resource conservation and enhanced capacity to recover value from waste streams.

28 Sample Value Proposition The short-term benefit of addressing this issue through a Competency Center is that it effectively eliminates the risk that the new PeopleSoft system will reinforce rather than eliminate the current organizational obstacles. Process transparency through documentation Communication using processes The current state of individual, island-system ownership will be converted into a collective, enterprise resource. The medium-term benefits include the capture of vital individual expertise and tacit knowledge and its transformation into knowledge and competency of benefit organization-wide. This will significantly reduce the future risk of that knowledge walking out the door. FROM People DRIVEN to PROCESS DRIVEN

29 Evalue ROI Opportunities The VALUE swing It s the soft stuff that s hard Business Leads Maximize the PeopleSoft ROI Investment Cycle Waste Benefits of the Competency Center Stakeholder Alignment (CRM) Ktransfer Training- Competencies Business Process / Data Governance/ Reporting Technology /New features Value

30 Sample Startup Plan Competency Center Start Up Module Design & Implementation Systems Track Systems Integration Policies & Procedures Best Practices Competency Center Cross Functional Management Organizational Integration Individual / Unit Expertise Business Track People Driven Enterprise Change Management Process Driven

31 Sustainable ROI Key Takeaways Moving to 9.2 More Value, More Complexity with an AMCP competency center, you can realize success by address all stakeholder needs. With or without tight budgets, the biggest return is investing in the soft stuff, It requires more than just PeopleSoft expertise to get the best ROI for your organization Change is now happening faster, and in ways that may repurpose them. Thus, the ability to change is becoming a core competency.

32 Please complete the session evaluation We appreciate your feedback and insight Session ID# Thank you for your input!