Presentation to Chancellor’s Campus
Community Council
March 20, 2015

 What We’ve Done So Far
• Who We Are
• Why UCPath?
• Central Team/UCOP Go-Live
• UC Davis Accomplishments
 What are We Doing Now?
• Operational Alignment
• Business Process Reviews
• Infrastructure Development
• Assisting the Central Effort
 What is the Plan Forward?
• Overall objectives and tasks by deployment groups
• UC Davis schedule and next steps
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Governance/Leadership
 Dave Lawlor , Vice Chancellor and Chief Financial Officer - Finance, Operations & Administration
 UCPath Executive Leadership Team, UC Davis Project Sponsor
 Tim Maurice , UCDHS Chief Financial Officer
 UCDHS Project Sponsor
 Mike Allred , Associate Vice Chancellor, Finance/Controller
(System-wide UCPath Steering Committee,
UCPath Center Advisory Board, UCPath local Steering Committee Co-Chair)
 Susan Gilbert , Associate Vice Chancellor, Human Resources
(UCPath local Steering Committee Co-Chair)
 Steve Chilcott , Executive Director, Human Resources (System-wide UCPath Steering Committee)
Project Team
• Radhika Prabhu, Project Director
• Susan McCutcheon, Program Manager
• Marion Randall, Functional Co-Lead
• Cindy Jones, Functional Co-Lead
• Bobbie Lasky, Academic Affairs
• Kush Arora, Business Intelligence
• Susana Lee, IT Lead, UCDHS
• Anantha Kadur, Project Manager
• Ilvana Mesic, IDM Systems
• Drew Pokorney, Project Manager, UCDHS
• Linda Durst, Workstream Lead
• Kelly Crabtree, Training Lead
• Other functional and technical resources
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WHY:
Our UC HR/Payroll tools and processes are outdated.
 UC’s Personnel/Payroll Systems (PPS) is 35 years old and difficult to use
 PPS has 11 versions, with data definitions and policy/rules applied differently by each location
 UCPath includes the Human Resources
Information System (HRIS) modules which is currently a gap at UC Davis
 UC employees are performing manual calculations, workarounds, corrections and significant paper processing
 Is not able to meet the needs of UC’s complex and diverse employee population
WHO:
UC Board of Regents,
President, Leadership,
Chancellors, Controllers,
CHROs, and APDs.
 Recommended replacing PPS with a single, integrated UC-wide HR/Payroll solution
 Agreed to work toward conforming business practices
 Committed themselves to systemwide representation
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 Standardized and streamlined approximately 100 systemwide processes in the areas of payroll, benefits, finance/GL integration, absence management, compensation, and human resources/workforce administration
 Set up a systemwide shared services center in Riverside, CA that will process certain HR/payroll transactional work for the UC system. While awaiting the UCOP go live, these resources are currently providing PPS transaction processing support to pilot locations (UCLA, UCSC)
 Coordinated the design of a system-wide data model to allow locations to leverage design and development of common reporting and analytical tools
 During testing, converted data, successfully ran monthly payroll and sent information to downstream systems at UCLA
 Began foundational work on defining the UC-wide
IT Shared Services and identifying key move forward activities (role validation, knowledge management, end-to-end simulation, service level management)
 Put in place metrics reporting to track the status of testing and deploy
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Paychecks
• Employees will have the option of splitting their direct deposit between as many three financial institutions.
• Paper paychecks will be printed by Wells Fargo and sent via U.S. mail.
Verification of employment
• A secure online automated application enables employees (or preauthorized verifiers with whom they are doing business) to quickly and securely confirm UC employment and/or income.
• Available 24 hours a day, seven days a week.
• Employees have control of the verification process by authorizing access to their information.
Streamlined onboarding
• Newly hired employees will have day-one access to benefits enrollments and other online resources.
• Transfer procedure will be standardized and centralized at UCPath, providing a more efficient relocation process.
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• Contact options include online portal, telephone, e-mail, regular mail and fax.
• Chat will be available in a future release.
• Employee services will be the first point of contact
• Call routing system will ensure calls are forwarded to the appropriate staff.
• Cases will be created for each inquiry
• A tiered escalation process will route complex cases to experts within the
UCPath Center.
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September 2015 Throughout 2016
UCOP
Pilots
(UCLA, UCSC, UCM,
ASUCLA)
Mid 2017
Location Group A
TBD
(UC Davis is aiming for this group)
Late 2017
Location Group B
TBD
An Engagement Team will visit each location to determine the optimum go live date and will review:
 Current State of Project
Governance, funding, project resources, plan
 Contextual Concerns
Organizational model, business process alignment, location concurrent activities, current technologies
 Engagement Needs
Project structure, roles and responsibilities, escalation path, future development, tools and templates needed by location
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• The UCPath Executive Steering
Committee reviewed the proposed
UCOP deployment timeline and approach on February 18 th
• Of immediate concern is the timely completion of functional unit testing (FUT), which is currently behind expected pace
• Both UCOP and the UCPath Center are prepared for September go-live and support some operational tradeoffs, if necessary
• A final go-live timeline for UCOP isn’t expected until March when FUT results are known; however, all teams are currently operating under a project schedule based on a
September go-live
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Local Business Process Inventory by Module
Local Future State Process Designs
 Created a framework
 Created inventory of processes to develop
 Prioritized and scheduled inventory
 Began development of processes
Absence Management (10)
Benefits (34)
Configuration (5)
Compensation (3)
General Ledger (28)
Payroll (30)
TAM/ePerformance (5)
Workforce Administration (43)
UCPath Data Warehouse & Analytics
 Created overall architecture
 Standardize tools and technologies
 Deployed a proof of concept
 Leveraged work done by the
Business Intelligence Collaboration
Group (BICG)
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(cont.)
Communications Infrastructure
 Created ucpath.ucdavis.edu
 Created Confluence collaboration site
 Microsoft Project scheduling and reporting
 JIRA Issue tracking system
Central Team Interaction
 Each week, the Central Team requests information and input from the location
 From July through December 2014, 164 requests were received – averaging over
5 per week
40
30
20
10
0
Responses Sent to
Central Team
July - December 2014
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Local Future State Business
Process Design
 Current state review
 Future state development
 Roles and responsibilities determination
 Alignment with operating model
Interaction with
Central Team on design, development and deployments
Operating Model Optimization
 Ensures alignment of all organizational units to a common vision
 Enables transformation
 Maximizes efficiencies
 Provides a consistent model for performance measurement
Infrastructure Development
 Hardware to enable real time data processing with UCPath
 Interfaces to integrate information from location downstream systems
 Business Intelligence reporting and analytics
Collaboration with other locations on design, development and deployment strategies and execution
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Estimated Go-
Live
90 Day
Location
Objectives
UCOP
2015
Complete Functional Unit Testing
(FUT) and begin System Integration
Testing (SIT)
Validate and improve conversion design and deployment
Pilots
(UCLA, UCSC, UCM,
ASUCLA)
Remaining
Locations
2016
Location Group A: Mid 2017
Location Group B: Late 2017
Agree to common implementation methodology and timelline sequencing
Complete resource based, bottomup project plan
Define and analyze business requirements to validate system and business needs achieved
Define resource needs to support
2015 prerequisite work
Onboard newly defined resource needs
Onboard newly defined resource needs
Operationalize project plan
Analyze prerequisiste work tools and templates for process and planning
Operationalize 2015 prerequisite work
2016
Location
Objectives
Post production Live on uCPath system and services
Full implementation mode and on schedule per project plans
2016 Central
Support
Post-porduction support Advance Team
Location Group A: Delivery Team
Location Group B: Advance Team when finished post-prod support for
Pilots
2016 Overall
Project
Governance
Full SC: meeting quarterly or as needed
SC-Subset:
UCLA/UCSC/UCM/ASUCLA steering team: meeting frequrency TBD, thru go-live
SC-Subset 'remaining locations' steering team - meeting frequency
TBD through go-live
Full SC: meeting quarterly or as needed
Full SC: meeting quarterly or as needed
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Assuming a mid-2017 go live, our location schedule would be:
Jan Feb Mar Apr May Jun
2015
Jul Aug Sep Oct Nov Dec Jan
2016
Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
2017
Feb Mar Apr May Jun Jul
Design/Development Develop/Unit Testing
Finalize
Interfaces for
Testing
Functional Unit
Testing
SIT1
Review SIT
1 & Plan
SIT 2
PPT1
SIT2
PPT 2
UAT
Go
Live
Hyper
Support
Manual Data
Conversion
Test Data
Conversion 1
Test Data
Conversion 2
Test Data
Conversion 3
I/F Dev
Complete
Full Data Conversion 1
Full Data
Conversion 2
Final Data
Conversion
2015 Activities
 Analyze operating model
 Agree to common implementation methodology and timeline sequencing
 Define resource needs to support 2015 prerequisite work
 Onboard newly defined resource needs
 Complete design and development of local business processes
 Operationalize 2015 prerequisite work
2016 Activities
 Unit testing of local business processes
 Operating model alignment
 Finalize interfaces
 Data conversion analysis and testing
 Training and transitional tools development
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 The UCPath Initiative’s Working Smarter website is the primary source for project information for faculty & staff: http://workingsmarter.universityofcalifornia.edu/projects/ucpath/overview/
 Campus site for UCPath information at http://ucpath.ucdavis.edu
 FAQs and Fact Sheets to inform, engage and involve on a timely basis
 Questions can be sent to ucpath@ucdavis.edu
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