PeopleSoft
FSCM 9.2 MODERNIZATION
Financials & Supply Chain Management
Executive Sponsor: Vice Chancellor Ron Little
Project Sponsor: Asst. Vice Chancellor Calvin Madlock
Enterprise Lead: Director Ranell Holmes
Presented By: Project Manager Chioma Ndubuisi
A
Agenda
1
Background
2
Vision & Benefits
3
6
Project Definition & Objectives
Project Scope
Financial Impact
Project Assumptions & Constraints
7
Project Approach
8
Path to Excellence
4
5
1
Background - Current State
This modernization project will replace the current end of support
FSCM 9.0 version with the new FSCM 9.2 version.
The current version of FSCM no longer receives bundle release updates and
enhancements which may put Peralta CCD at risk of being out of compliance.
Highly-customized PeopleSoft FSCM 8.9 application resulting in impossible
efforts to keep up scheduled maintenance
Underlying configurations and business processes are not scalable
Limited end-user adoption of Self Service functionality
2
Project Vision & Benefits
Business workflow processes are standardized and replicable.
Better scalability and continued alignment with the latest Oracle
Technologies
Improve reporting and visibility
Tightly-integrated system with reduced manual activity
Improve staff utilization, planning and user productivity
Highly scalable platform capable of supporting additional business
functionality
Deliver mobile solutions for Expenses, Requisitions, Approvals and
a standards-based platform
3
Project Definition & Objectives
PeopleSoft FSCM 9.2 version will help us focus on compliance,
simplicity, increase our user productivity, and lower total cost of
ownership (TCO) while also delivering robust new functionality.
The objective of this modernization project is:
1.
The delivered PeopleSoft business processes are streamlined to improve
the efficiency of our organization by simplifying or eliminating
unnecessary steps and taking an improved approach to business.
2.
Enhanced compliance reporting will also utilized to ensure that we take
steps to comply with relevant laws and regulations.
3.
The deployment of this highly scalable platform which is capable of
supporting additional business functionality will add to the success of the
organization.
4
Project Scope
Modernization of PeopleSoft FSCM 9.0 to 9.2 (Big Bang)
Functional
Upgrade
Technical
Upgrade
Upgrade existing
ERP footprint
Enable new
functionality
De-customize
modifications
Deploy new
functionality
Mobile device
compatibility
Platform
Optimization
Hardware refresh
Software Upgrade
4
Project Scope
Financial Management
Solutions (FMS) 9.2
Supply Chain
Management (SCM) 9.2
Asset Lifecycle
Management (ALM)
Enterprise Performance
Management (EPM)
General Ledger
Purchasing
Grants Module
Payables
Inventory
Budget Module
Commitment Control
Mobile Inventory
Management
Expense Deployment
Position Control
Management
Platform Optimization
People Tools
Software
Hardware
5
Financial Impact
Eliminate additional costs to maintain a product that is no longer
supported. Expenses include:
Tax updates - $50,0000
1099 - $40,000
Gains in eliminating redundant processes and streamlined
process flows
Improved Total Cost of Ownership (TCO) through significant decustomization
Reduce customizations by 85%
Structured organization to service customer needs
6
Project Assumptions & Constraints
Functional resources will be available as needed
PeopleSoft Consultants will be utilized to support project work
Hardware and Software resources will be available when
needed
IT will be provided training before the Configure phase
can be executed
Project is constrained to availability of resources assigned to
project
Workaround Peak Blackout Dates
6
Project Assumptions & Constraints
Project Risk Factors:
Not identifying user requirements and business
processes completely can result in customizing a product
that will not meet PCCD needs
Document
Current State
Conduct Fit-Gap
Analysis
Design End
State Vision
Implement “New
World”
The schedule will need to support the time to map out
current business processes
The project timeline will be impacted due to the
incorporation of all business units using the Finance
Module
Project Approach
7
Step
1
Step
2
Step
3
Step
4
Step
5
Initialization &
Planning
Analysis & Design
Develop/Configure/Execute
Test/Train/Monitor
Deploy/Optimize/Clo
seout
Project Charter
Architect System
Infrastructure
Technical Design/Plan
Validate/Update Infrastructure
Develop Contingency Plan
Conduct Testing Processes
Prepare Production
Environment
• Work Breakdown Structure (WBS)
• Data Conversion
• Customization/Retrofit/Construction
• Detail Configuration & Setup
Business Process
Overview
Develop Preliminary
Prototype
Project Work Plan
Prepare Technical Plan
Expand Prototype
Apply Functional
Specifications
Develop Final Test Plan
•Business Process &
Requirements
•Fit/Gap Report
•Process Mapping
• Build Test Scripts
• Develop Training Material
Develop Preliminary
Test Plans
• Unit Testing Process
• Integration Testing Process
• System Testing Process
Functional Testing Process
Performance Testing Process
• User Acceptance Testing Process
Validate Cutover (go/no-go)
Validate/Develop Cutover Plan
Validate Cutover (go/no-go)
Provide End User Training &
Documentation
Quality Assurance (QA)
Quality Assurance (QA)
Deliverable Report (signoff)
Execute Deployment Plan
Quality Assurance (QA)
Deliverable Report (sign-off)
Quality Assurance (QA)
Deliverable Report (sign-off)
Deliverable Report (sign-off)
Quality Assurance (QA)
Deliverable Report (sign-off)
Deploy/Implement
System Development
Lifecycle Methodology
Training & Knowledge
Transfer
Warranty Period
7
Project Approach
Initialization & Planning
Analysis & Design
Execute
Monitor
Deployment
Utilize Peralta’s IT staff to ensure the highest quality of service
Leverage the internal knowledge of how Peralta does business
from impacted business units
Standardize, streamline, and simplify business processes
Data access will be optimized for enhanced decision making, not
for politics, silos or territories
Evaluate functional capabilities, technical infrastructure, and
underlying business needs
Improve usability by leveraging out-of-the-box features and functionality
8
Path to Excellence
Executive Sponsors
First initiate/legitimize the change
Project Sponsors
Promote and support the change
Have authority to allocate resources
and enforce change
Workstream Leads
Have strong influencing ability, not
necessarily related to level of
authority
PCCD Modernization Agents
Are facilitators of change
These are often people from the business who
work with support from the Workstream Leads to
build support and commitment for change and
minimize resistance at a local level
Finance Stakeholders
Individuals who are either directly or indirectly impacted by
the changes from the project
These are the groups of individuals identified in impact
assessments and are the focus of many of the change
management activities
What We Need From You
1.
Minding the big picture - Understand why and how this project is critical to
business operations and the relationship it has with other parts of the company.
the project and understanding how it links with the
2. Championing…
organization’s overall strategy. Ensure the project’s strategic significance.
– Endorses and defends the project as a valued investment
3. Communicating
of organizational resources, an investment that serves the organization strategic
objectives.
THANK YOU!
Questions?
PeopleSoft
FSCM 9.2 MODERNIZATION
Financials & Supply Chain Management
Executive Sponsor: Vice Chancellor Ron Little
Project Sponsor: Asst. Vice Chancellor Calvin Madlock
Enterprise Lead: Director Ranell Holmes
Presented By: Project Manager Chioma Ndubuisi