HCM Project Planning SUN October 1, 2017

Transcription

1 HCM Project Planning SUN 2727 October 1, 2017

2 Session Objective This session explores how to incorporate key lessons learned from actual implementations of Oracle HCM Cloud into up-front project planning to maximize your project's success, avoid delays and achieve maximum value from your investment. 2

3 Today's presenter Ken Fontenot is a Managing Director with Grant Thornton s Advisory Services practice specializing in Human Capital Management (HCM) Technology. He is responsible for Delivery Excellence across Grant Thornton's portfolio of Oracle Cloud HCM engagements. Ken is best known for successfully delivering HCM programs that improve return on investment in Human Capital. These programs affect Process, Technology, People and Organization Design, leveraging the Oracle HCM Cloud product as an agent of change. With a long and diverse background in Human Capital Management solutions and implementation scenarios, Ken provides strategic and tactical counsel on our client's most complex technology deployment issues. Ken Fontenot Managing Director, Delivery Leader T E ken.fontenot@us.gt.com 3

4 About Grant Thornton We are the U.S. member firm of Grant Thornton International, a global organization of member firms providing audit, tax and advisory services to clients for more than 90 years. 4

5 Oracle Practice solutions focus 5

6 Mind your P's! Proper Planning Prevents Poor Performance (many other variations)

7 Agenda Implementation approach Methodology Lessons learned Module specifics Don't forget Where to get help Q&A 7

8 Implementation approach Solution-driven Project management What Test Deploy Build Design Configure do you Visualize want? Will this work? Deploy vs. Iterate 2 3 times Understand capabilities Leverage built-in leading practices Emphasis on adapting to gaps Iterative Project management When can we see Ready Test Design to try again? it? Configure vs. Deploy Frequent visualization of solution Ability to inject changes Better understanding of solution prior to testing Adapt processes Project management Can we customize? Is Test Design it configurable? Configure vs. Deploy Highly-configurable options Shorter test cycles Predictable results Incremental Are we done Project management Test yet? What's Design next? Configure vs. Deploy Shorter implementation cycles Multiple wins Change over time 8

9 Methodology SI vs. Client Responsibilities - Example Note - SI, vs., Client workplan differences Plan Design Config/Build Validate Transition Develop Project Plan Conduct Business Process Workshops Setup Application Prepare Validation Instance Prepare Training Materials Identify Project Team Members Conduct Application Design Workshops Validate Configurations Prepare Validation Scripts Conduct Training Prepare & Conduct Kick Off Meeting Data Conversion Design Prepare/Build Data Conversions Execute Data Conversions Prepare Production Instance Determine Project Governance Integration Design Build Integrations Validate Data Conversions Verify Production & Operational Readiness Determine Change Management Strategy Reporting Design Implement Security Perform Process & System Validation Execute Cut-Over Plan Schedule Design Workshops Security Design Validation & Training Planning Remediate Validation Issues Manage Transition To Steady State Operations Conference Room Pilots & Project Checkpoints Transition Planning Post Go-Live Support Project & Change Management SI Responsibility Client Responsibility 9 Shared Responsibility

10 Methodology Plan Phase Description "Plan for the Plan" The planning phase comprises the administrative and organizational steps necessary to initiate the project. It sets the foundation for the entire implementation by confirming the strategy, scope, executive alignment, timeline, project members, their roles and responsibilities, as well as defining guidelines and standards for project documentation, communications, and issue/risk tracking. Sample deliverables Key Activities Deliverables Key Milestones Educate Client on Cloud Implementation Approach Finalize Project Scope Project Planning Define Team Structure Define Project Management Processes Conduct Project Kickoff Instance Provisioning Change Assurance Planning Determine Instance Strategy Scope Definition Project Work Plan Project Resource Plan Project Standards/On- Boarding Stakeholder Assessment Communication Plan Instance Strategy Project Kickoff Project Fully Resourced Initial Cloud Instance Provisioned 10

11 Lessons Learned Category Observations / Comments Resource Allocations "shoulder to shoulder" is ideal backfill where possible can't wear too many hats if it doesn t "hurt" you've assigned the wrong resources consider incentives Change Management investment is essential for success, various levels of CM scope based on circumstances 11

12 Lessons Learned Category Observations / Comments Internal Training must learn the language operations readiness production support Production Support perpetual state of change different HR and IT roles short project duration self-sufficiency requires up-front focus 12

13 Lessons Learned Category Observations / Comments Governance how quick does your organization make decisions? can you rigidly maintain scope? build governance meetings and check points into plan Benefits Realization what is the business case? will benefit attainment need to be measured? what is more important scope, schedule or budget? Harmonization (Policy, Governance, Service Delivery) do business units have consistency? will these be rationalized before implementation, during, never? 13

14 Lessons Learned Category Observations / Comments Data Architecture consider validation and clean-up prior to implementation job structure and manager hierarchies changes must be addressed early if required Murphy's Law adopt reasonable contingency in schedule and budget competitive bid situations rules of thumb 14

15 Module specifics All modules are not created equal Dependencies exist Some should be concurrently Module specific nuances: Core HCM Benefits Payroll OTL Compensation Learning Talent Management 15

16 Don't forget Legacy system retirement Data archival Mid-project Oracle upgrades Oracle Community participation Business events calendar (OE, Comp, etc.) Vacation schedules Contingency Lead times SI s, Oracle, internal staff transitions Phased delivery impacts P2T for UAT End-to-end process issues 16

17 Where to get help Your SI Oracle ISM Oracle community My contact info: T: E: LI: 17

18 Q&A 18

19 Hear more from Grant Thornton 19

20 Thank you! Grant Thornton refers to Grant Thornton LLP, the U.S. member firm of Grant Thornton International Ltd (GTIL), and/or refers to the brand under which the independent network of GTIL member firms provide services to their clients, as the context requires. GTIL and each of its member firms are not a worldwide partnership and are not liable for one another s acts or omissions. In the United States, visit grantthornton.com for details.