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Prepared by:
Session ID:
The Value & Business Case for Deploying PeopleSoft Fluid
Richard George
VP Strategic Solutions
Sierra-Cedar
2017PSFT-101750
Universal design (often inclusive design) refers to broad-spectrum ideas meant to produce buildings, products and environments that are inherently accessible to older people, people without disabilities, and people with disabilities.
https://en.wikipedia.org/wiki/Universal_design
Universal Design - Imagine It
Imagine – Apply for a new Job, Anywhere
• PeopleSoft Fluid Candidate Gateway
https://www.youtube.com/watch?v=uhf6rmF-Lk8
Demos:
Video
Voice Over
Closed Captions
Imagine – Request a Payment, Anytime
PeopleSoft Fluid
Payment Request
https://www.youtube.com/watch?v=Z-unwHtLiYI&feature=youtu.be
Key Features:
Self Service
Easy
Controls
Benefits:
Efficiency & Compliance
Imagine – Easy to Understand UI, Everybody
PeopleSoft Fluid Payable Supplier 360 (AP & AR)
https://www.youtube.com/watch?v=Z-unwHtLiYI&feature=youtu.be
Key Features:
Manage Suppliers
Analyze Exceptions
Ease to Execute
Benefits:
AR DSO & AP Liability
Imagine – Easy to Understand Analysis, Effectively
PeopleSoft Fluid Project
Key Features:
Visual
Specific Analytics
Drill Down
Benefits:
Accelerate Analysis
Imagine This – Decision Making Insights, All the Time
PeopleSoft Fluid Payable Operational Metrics (AP & AR)
https://www.youtube.com/watch?v=Z-unwHtLiYI&feature=youtu.be
Key Features:
Manage Suppliers
Analyze Exceptions
Ease to Execute
Benefits:
AR DSO & AP Liability
In Use, Fully Deployed, PTools 8.56
• Homepages, Pivot Grid, Workcenters
• Dynamic grouplets (Tiles)
• Adaptive layout pages
• Pivot grid search/ SES Search
• Desktop, Tablet or Phone
• Everything built with PeopleTools
• All functions still available in Classic
• Some Pages not Fluid – Classic+
PeopleSoft Fluid UI Technology – Is Here
• Release 9.2
• Tools 8.5x
• Current Images
• Many Hybrid
• Still Loving – Classic• Hard power users
• Heavy reporting
• One UI for not released/features
• Customizations when - Required
Where Are Many PeopleSoft Users
• Fear of unknown
• What’s the payoff
• Yikes, another project
• It won’t work for us
• What about customizations
• It’s too hard
• Our PTools is old
• Confusion on UI• Interaction Hub
• Browsers
• Work Centers
• What is Your Reason?
Why - Isn’t Everyone Using Fluid
Weber's Law states that the change needed to notice a difference between
two stimuli is proportional to the original intensity of the stimulus. The
more intense the stimulus, the more it will need to change before we notice
the difference. If you are lifting ten pounds, you only need a little more
weight added on to notice the difference (1 pound to be exact).
So, what is the difference between PS Classic vs PS Fluid
http://www.appsychology.com/Book/Biological/perception.htm
Weber's Law – to Notice Difference
Productivity is about transforming the User Experience
n = 900
3.5Average User Experience Scores
3.0Average User Experience Scores
~17%
Oracle Cloud PeopleSoft Classic
Plans For Replacing HR Technologies40% of Organizations are planning to replace or evaluating options
62%
17%21%
68%
13%18%
64%
15%20%
57%
19%24%
4XMore likely to replace a
vendor if User Experience Score is low
WFM SuitePayrollHRMS TM Suite
Replace in12–24 Months
No Change Evaluating
Cloud & PeopleSoft Fluid have an Equal User Experience
n = 980
3.5Average User Experience Scores
3.5Average User Experience Scores
Note these include combination and hosted environments
Cloud screen shot
Eliminated
Oracle Cloud PeopleSoft Fluid
High TechHealthManu-facturing
Sierra-Cedar 2016–2017 HR Systems Survey
Demographics: All Respondents
Trans./Comm. Utilities
Higher EdFinance Retail Ag. Mining.Const.
16% 15% 14% 14%11% 9% 8% 7% 7%
Other
20.6 Million Employees/Contingents
Avg. number of Employees = 13,551
1,528Organizations
Industries
56%
21%
23%
• Enable budget heads to conduct transactions
• Integration with existing timeclocks
• T&L and AM 3rd Party Payroll• Paperless
• Training changes• Security changes to support
Fluid• PS internal security
• Mobile security
• Minimize customizations
Case Study – Expectations for Fluid Time
Results e.g., Mobile Fluid Web Clock
One of the
benefits for
employees is
an on
demand
summary of
unpaid time.
Case Study – Training, Unified header provides easy access to Home Page, Search, Notifications, Actions List, Nav Bar icons
1 2 4 5
Clicking on the Home icon will
bring you back to your Tiles. 1
Clicking on the Search icon will
enable you to conduct a search using
a keyword.
2
Clicking the Site Actions icon will
give you access to Personalize
your Home Page, My Preferences,
access Help and Sign Out of the
system.
4
Clicking the NavBar icon will give you access to Recent Places,
My Favorites, Navigator, My Preferences and Pagelets. 5
3
Clicking on the Notifications icon
allows you to see notifications
available for action (Ramsey did not
implement).
3
Case Study – Training, Tiles quickly access pages. Simply click
a Tile and you’re at that function.
End users are given access Reports, Pagelets, and specific areas. Users only
see the tiles they have security to access. This screen shows all possible tiles.
Case Study – Training, Users have the ability to
reorder Tiles on the NavBar. To personalize the NavBar, click on the NavBar
icon on the top right Unified Header.
Click the gear icon.
Click the Tile to be moved and drag it to the
location you would like it. For this example, My
Favorites will be moved to the top of the NavBar.
Click done.
My Favorites now appear at the top the NavBar.
12
2
3
3
4
4
1
Option 1 – Skip Images
Option 2 – Adopt Late
Option 3 - Get & Keep Current
Fluid - Business Case (Get Current / Stay Current)
- Upgrade = $360,000 one-time
- Savings = $10,000/month
These organizations are late adopters
Benefits of each deployment are added to the benefits of each previous deployment. Benefits from PS 9.2 are still realized after additional images are deployed
- Shows an upgrade to PS 9.2 in month 0 for $360k
- Skips an upgrade for 72 months, recovers all costs in 36 months then generates a surplus after month 37-72
- Organization gets current in month 73; starts the process over.
- This strategy generates a net benefit to the organization but not the maximum benefit
Skip ½ a Decade – Extremely Late
($1,500)
($1,000)
($500)
$0
$500
$1,000
$1,500
-6 6 18 30 42 54 66 78
THO
USA
ND
S
MONTHS
Breakeven AnalysisSkip (many) Images
- Shows an upgrade to PS 9.2 in month 0 for $360k
- Gets Current in month 37 and shows a faster recovery. Benefits from the first upgrade and then getting current are cumulative.
- Compared to previous, sometimes better/worse but better by period 72
- Generates a bigger benefit but not the maximum benefit
Skip images for years - Adopt Late
($1,500)
($1,000)
($500)
$0
$500
$1,000
$1,500
-6 6 18 30 42 54 66 78
THO
USA
ND
S
MONTHS
Breakeven AnalysisLate Adopter
- Shows an upgrade to PS 9.2 in month 0 for $360k
Applies updates every 6 months
Break even in month 38
Generates the largest benefit
Why - costs are roughly the same to upgrade, but you receive benefits sooner/more
Get & Keep Current
($1,500)
($1,300)
($1,100)
($900)
($700)
($500)
($300)
($100)
$100
$300
$500
$700
$900
$1,100
$1,300
$1,500
-6 6 18 30 42 54 66 78
THO
USA
ND
S
MONTHS
Breakeven AnalysisStay Current
Fluid – Road Map
• PUM is here and solid• Fluid is here and widely adopted• Classic Pages available but support end
• Get current• Create a plan to stay current
• Automated test tools• Assigned responsibilities• Drive to de-customize & adopt new functionality
• Measure your Maturity
• Biggest Impact Areas
• Create “Project” to improve
• Prioritize the Projects• Cost/Benefit
• Organizational Disruption
• Competing Projects
• Dependencies
• Execute
Fluid Road Map – Benchmark
00.5
11.5
22.5
33.5
44.5
5
FeatureAdoption
Communication/Training
Testing
Use ofCustomizations
Number ofInterfaces
Number ofSystems
Maturity Level
• Explicit support from the top
• Business process changes expose existing deficiencies
• Shadow practices
• Pushing back on HR “mission creep”
• Accountability: budget unit heads not always approving payroll
• Pilot groups/phased deployment
• ID departments with many types of workers
• ID departments who can help champion the project
• Several pay cycles between pilot groups
• Policy clarifications– e.g., allowable locations, where can employees punch in/out
Functional – Lessons Learned
• Geo-tagging (GT) of punch in/out configuration, support mobile• Minor network updates improved accuracy
• Allow time for system stabilization
• Verify functionality works as expected
• Security profiles, role settings for both Classic and Fluid
• Dev, Test, Prod environments not in sync
• Keep a “Gold” environment
Technical – Lessons Learned
• Training did indeed decrease
• Users do find it easier to use
• Help Desk calls reduced
• Transactions take less time
• Users spend more time in the system
• User engagement scores, dramatically increased
Results vs. Expectations
• Include it with an upgrade vs. a separate project
• Communicate with your users• Tell them what is coming
• Set up training kiosks, videos, presentations, small meetings
• Seek their thoughts & opinions
• Training for initial deployment, then back down
• Deploying Mobile, train on multiple form factors
• Geotag transactions• Create new Tiles• Do it now, keep current
20-20 Hindsight
• Converting a classic component to a fluid component takes time/thought• Spend time analyzing UI requirements, design options, considerations • Some functions are not meant for the small form factor• Some app elements must be analyzed/adjusted, such as page layout• Some app elements like PeopleCode logic, can be re-used with little/no
change• Does a component need to change for different form factors• Should a component leverage a device capability, e.g., GPS, camera, etc.• Could a component use PeopleTools features, e.g., Pivot Grids, Related
Actions• Keep a copy of the Classic Component• Keep Current, e.g., Converting Classic PIA Components … Document #
1984833.1
Overall - Lessons Learned
• Develop & Share Your Strategic Vision
• Evaluate Your Options
• Document Your Systems Strategy
• Create Detailed Technology Roadmap
• Execute, Execute, Execute
Next Steps – Take Action
38This document was prepared for the exclusive use of the designated recipient and contains proprietary and
confidential information of Sierra-Cedar, Inc. Distribution outside the designated recipient's organization is
prohibited.
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Sierra-Cedar Fast Facts
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