Upload
others
View
0
Download
0
Embed Size (px)
Citation preview
Optimize your PeopleSoft 9.2 Investment with a Competency Center
Prepared by:
Name Mike Castronovo
Title: President
Company: AMCP
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
Session ID#:2015PSFT-100750
• Silence Audible Devices• Note Fire Exits• Partake of Refreshments• Note Quest Staffers (green shirts)• Complete Feedback Form• Ask Questions
Welcome and Please:
Administrative Notes
Optimize your Investment in PeopleSoft 9.2 with a Competency Center
• 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.
Topic Overview
Managing Change
Organizational Silos
Increased Software Complexity
Changing Customer Expectations
Business Needs to Change Rapidly
Enterprise Performance
Management
IT ROI
Common Organizational Challenges
Lack of documentation
Lack of controls
Poor data quality
No training
Changing cost models
It’s the soft stuff that’s hard
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)
Competency CentersA 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.
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..
2.1.2 Competency Based Training and Knowledge Transfer
■ 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
Competencies are the skills, processes, and procedures that a person needs to do their jobs.
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
■ In Short - each stakeholder has their own process steps that
intersect with other stakeholders.
Business Process Management
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.”
■ What is a Business Process?
Business Process Management
■ Record-to-Report, Procure-to-Pay
■ Revenue Management, Grant Management
■ Asset Lifecycle Management, Project
Management,
■ Hire to Retire, time to Paycheck
■ Recruiting-to-On-Boarding
■ Talent Management
■ Order-to-Cash
■ Compliance/Security Monitoring
■ Data Management
■ Production Support
Sample Business Process Streams
A business process stream is a series of related business process steps that contain both customer and administrative processes
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
Business Process Management
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.
■ 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)
Business Process Management
Some Steps to Define your Business Processes / Governance
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
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.
5. Sustainability
■ 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
The ability to meet the ever-changing needs and
requirements of your customers and stakeholders
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
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.
CheckpointsBefore a Major Upgrade or New Installation, or major system enhancement or reengineering effortAfter a Major Upgrade or New Installation, or major system enhancement or reengineering effortWhen 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
If issues are not addressed before a major upgrade, it is likely that the upgrade will reinforce the issues rather than
resolve them.
Lifecycle Planning – Sustainability
Lifecycle Analysis
Lessons Learned
Future Planning / ROI
Waste Removal /
Performance
Build / Implement
Strategic Planning Programs
and Budgets
Analysis
Resourcing/ Finance
Operations / Maintenance
CompetenceCompliance
Agility
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.
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)
Selective Adaptation – Support for an Agile Business Model
Things to Consider
▪ Cost
▪ Customer Satisfaction
▪ Competencies (Polices,
Procedures, People)
▪ Social Returns
▪ Environmental Returns
PT 8.54 - Cloud Enabled – (Sass, Pass, Iass)
Cloud Hybrid Onsite
http://www.interoute.com/what-paas
SaaS applications are designed for end-users,
delivered over the web
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
■ Work Centers
■ Activity Guides
■ eForms
■ Batch Process Scheduler (Process weaver)
■ Workflow
New People Tools features for Business Process and Governance
■ Testing
■ Data Migration
■ Security
■ PUM
■ Reporting
Value or Complexity? It’s both
■ 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.
Review Impact of 9.2 on your Current State
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
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
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.
Sample Benefits
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
Business Leads
Evalue ROI Opportunities
Ktransfer –Training-
Competencies
Waste Value
The VALUE swing
Business Process / Data Governance/
Reporting
Investment Cycle
Technology /New features
Stakeholder Alignment (CRM)
Maximize the PeopleSoft ROI
It’s the soft stuff that’s hard
Benefits of the Competency Center
Competency Center – Start Up
People Driven Process DrivenEnterprise Change Management
Organizational Integration
SystemsIntegration
Competency Center
Cross Functional
Management
Individual / Unit Expertise
Module Design &Implementation
Best Practices
Policies & Procedures
Business Track
Systems Track
Sample Startup Plan
■ 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.
Sustainable ROI – Key Takeaways
Please complete the session evaluationWe appreciate your feedback and insight
Session ID#
Thank you for your input!