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Page 3 National City Corporation Founded in NYSE:NCC. Headquartered in Cleveland, Ohio. Financial holding company with assets approaching $106 billion. Operates more than 1,100 branch banking offices and over 1,600 automated teller machines (ATMs) in Ohio, Pennsylvania, Indiana, Kentucky, Illinois and Michigan. Company Website:
Citation preview
National City’s Journey To PeopleSoft 8
Migration to a Self-Service Future
Todd Saporito & Ed Walters
Session 4609
Page 2
Agenda
National City Overview/Background Planning & Scope Staffing Analysis, Design & Development Architecture Testing Training Implementation & Current State Q&A
Page 3
National City Corporation
Founded in 1845. NYSE:NCC. Headquartered in Cleveland, Ohio. Financial holding company with assets
approaching $106 billion. Operates more than 1,100 branch banking
offices and over 1,600 automated teller machines (ATMs) in Ohio, Pennsylvania, Indiana, Kentucky, Illinois and Michigan.
Company Website: www.nationalcity.com.
Page 4
National City Corporation (cont.)
Approximately 34,000 active employees. PeopleSoft history:
Implemented V3.22 in 1995. Upgraded to V5 in 1997. Upgraded to V7 in 1998.
Page 5
Background – Configuration before 8
HR and Payroll V7.
Ben Admin outsourced to Hewitt & Assoc.
Shared Services Center outsourced to IBM.
Oracle database.
Sun Solaris database server.
Managers completed employee merit process using a custom access database and excel spreadsheets.
Moderately customized.
Page 6
Planning
Planning began in 2000 when we evaluated whether we do nothing, upgrade, outsource, or migrate to a new vendor.
Decided upgrade to V8 was correct path to lay foundation for self service direction.
Began V8 planning beginning of 2001.
Focused on defining scope.
Began identifying resource requirements and developing staffing strategies.
Page 7
Scope
Included the removal of all non-essential customizations.
Made the decision to move forward with self service but needed to decide which application to move to first.
Decision was made to utilize the eCompensation and parts of eProfile for the Manager’s desktop as our first attempt.
Additional Scope items included: Eliminating custom hierarchy and utilize dept
security. Misc list of new functionality to implement.
Page 8
Staffing
Staffing the Project: Worked with business leaders to obtain qualified
resources for each process area. Brought in PeopleSoft resources for short
duration to target a particular process. Staffed external resources on project in
positions where they were working closely with internal counterpart when possible.
Tried to utilize production support resources to minimize transition impacts.
Team consisted of approximately 23 dedicated functional resources and 15 technical resources.
Page 9
Analysis & Design
Created process teams to focus on the following: Identify customizations to be removed. Understand how new functionality will impact
their process and begin process reengineering. Start identifying material for training.
Created an object repository to assist with customization evaluation. Huge effort but huge payback.
For critical areas we created SWAT teams to review options and recommend solutions.
Page 10
Development
Utilized PeopleSoft Upgrade Lab to perform database upgrade.
Assigned 2 resources to handle upgrade process: Supported upgrade lab. Performed migration steps for database builds. Migrated code to each database.
Used PS Change Control Feature and Harvest for SQRs, scripts.
Plan to have multiple databases during development to support development, testing, demo and training.
Page 11
Development Challenges
Overwhelmed by the number of patches/fixes to review (over 250).
The technology change from V7 to V8 including the additional components challenged the staff. A lot to learn.
The initial cutover scripts ran for days instead of minutes.
Struggled to find Variable Comp experienced resources within PeopleSoft.
eCompensation and eProfile modules required more customization than anticipated.
Page 12
Architecture
Physical N-tier running PeopleTools 8.14.12.
Designed to support 250 concurrent users.
Web Server - Two W2k servers running weblogic.
Application Server - Solaris Server w/ 10Gb Mem.
Oracle Database Server - Solaris Server w/ 8Gb Mem.
Process Schedulers - One W2k server and one running on database server.
Database is 60 Gig.
Windows client still distributed to small user group.
Page 13
Architecture (cont.)
Items to consider: Stress test!!! – architecture was new in our organization.
Identify your concurrent user population (needed for sizing).
If purchasing new hardware, move into a ‘quiet production’ prior to implementation.
Make sure your information protection group is onboard especially if you have never used SSL before.
Read PeopleSoft’s current desktop requirements and understand your end user population.
Develop a cache maintenance strategy for app servers and process schedulers.
Page 14
Architecture (cont.)
Items to consider (cont.): Understand usage limits and develop a process to
maintain them. (e.g. Shutdown process schedulers during batch, or bounce web server every night @ 9 pm.)
Understand how Query/Reporting tools need to be used in your organization. (Tools 8.14.12 required us to still distribute windows client for query users due to limitations in web interface.)
Include process scheduler training for end users especially if you have a NT process scheduler and Unix process scheduler.
Stay on top of all patches/releases besides just PeopleTools. (e.g. Weblogic, Tuxedo, etc.)
Page 15
Testing
Completed Unit, System/Integration, Stress and User Acceptance Testing.
Assigned a test team manager who created testing plan.
2 months for System/Integration Testing – 2 months for User Acceptance Testing.
Version control processes were critical during the testing phases to ensure proper object migration.
Utilized a problem log database to log and track all testing issues.
Page 16
Testing – Stress Testing
Very critical in V8 due to the architecture advancements from V7.
Utilized Mercury Interactive tool. Stress testing conducted on hardware
slated for Production. Identified concurrent users and broke out
into specific transaction types to replicate a true stress test. (e.g.. Data entry, reporting, online lookup, updates, queries.)
Uncovered some performance issues which we were able to correct.
Page 17
Testing
Items to consider: Plan to have both technical and functional
resources assigned to testing support and execution.
Ensure issue tracking tools and resolution processes are in place and communicated.
Develop a solid interface testing strategy.
Stress Test – so many new components in V8.
Ensure batch testing is completed within testing cycle and full schedule runs occur.
Page 18
Training
Consisted of 3 Phases:
Train the Team
Train the Trainer
Train the End User
Page 19
Training – Train the Team
Majority of project team resources had little to no V8 exposure. Utilized different methods:
Approximately 46 people received training.
Brought PeopleSoft onsite for large group delta classes.
Sent resources externally for specific PeopleSoft classes.(Security, App Engine, etc.)
Utilized PSAdvisor and customer connection.
Conducted multiple brown bag/knowledge transfer sessions amongst the team.
Page 20
Training – Train the Trainer
Needed to develop an internal program that could be repeatable: Created 18 trainers.
Identified process experts in the field.
Hired a training consultant to work with internal staff to develop training program.
Process experts contributed to developing the training material for their area.
Trainers brought onsite to learn material and training techniques.
Page 21
Training – Train the End User
The Self Service foundation and new GUI created a demand for additional training of our end users: Approximately 320 HR professionals and 1200
Managers.
NCC trainers conducted sessions in the field.
Purchased and customized PeopleSoft’s Web-Based Learning Assistant for self help.
Created a command center specifically designed as a PeopleSoft hotline outside of normal IS help desk.
Page 22
Implementation
Planning was essential – reviewed plan with entire team.
Performed multiple practice cutovers and one formal dress rehearsal.
Created a hotline and voicemail recording for team to obtain updates.
Created a command center to focus team. New Year’s Eve 2001 Party – Started
Friday, Dec 28, 2001 and brought system backup Jan 02, 2002.
Overall – very smooth transition.
Page 23
Post Implementation Support
To address problems quickly we developed a PeopleSoft command center to log problems and work directly with team. (Duration: 120 days of operation after implementation.)
Technical & Functional teams held daily flash meetings in the morning to review problem status and progress.
Utilized the intranet home page to post hints as problem trends were identified to assist users.
The support process was identified and communicated to team prior to implementation.
Page 24
Post Implementation Support (cont.)
Problem areas after implementation: General usage questions or confusion:
The PeopleSoft Command Center quickly answered user questions which minimized confusion in the field. Center was staffed with the process experts from the project team.
Some existing interfaces began to have problems: Determined some 3rd parties tested interface load but
didn’t fully validate data values (eg. Some xlat values changed).
PSQuery users were impacting performance: Lowered query timeouts and amount of data they
could return. Also capped the amount of concurrent queries that could be run.
Page 25
Post Implementation Support (cont.)
Resource Transition – preventing knowledge from walking out the door when resources roll off (internal and external):
Maintained critical resources on team through first month of support.
Created a resource skill set matrix for technical resources to identify gaps in the internal knowledge and develop a transition plan.
Assigned each departing resource a knowledge area where they were responsible for insuring it was properly documented. Also required them to conduct a knowledge transfer session on that topic.
Page 26
Current State
Operating on V8 since January 2002.
System has been stable and meeting end user performance requirements.
Command Center has been shut down: General process knowledge questions now
handled by generalists and SMEs in the field. Technical problems now addressed through
corporate IS help desk.
Positioned for a self service foundation.
Page 27
Critical Success Factors
Strong Sponsor support. Staffing, Staffing, Staffing!!! – Obtained the
best qualified resource whenever possible. Solid Training strategy from team to end
users. Stress Testing provided valuable input on
finalizing the architecture configuration. Practice mini cutovers and full dress
rehearsals helped ensure a smooth cutover. Creation of Command Center after
implementation prevented small problems from becoming disasters.
Page 28
Q/A
Todd Saporito – National City CorporationSVP, Corporate Human ResourcesDirector, HR Project Management & Technology
Ed Walters – Right Team, Inc.Senior [email protected]