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Trailblazing PeopleSoft 9.2 “On A Dime”“Transforming Today for a Better Tomorrow”
Presenter: Loretta Rountree DPS Executive DirectorLochbridge Professional Services
Loretta Rountree, PMP
Executive DirectorDetroit Public Schools Center of Excellence
Division of Technology and Information Services
[email protected]@Lochbridge.com
George Varghese, PMP
Program DirectorDetroit Public Schools
DPS Business Applications Division of Technology and
Information Services
What We Achieved
About DPS
The Challenge
The Solution
9.2 Project
Our Team
Our Successes
Lessons Learned
Q & A
Agenda
Achievements
Addressing DPS’ Business Challenges
Modernized an aging, highly customized and unsupported back office ERP system
Closed capability and integration gaps resulting in highly manual & paper-based
processes
Provided “real-time” visibility/access to operational & financial data
Minimized data integrity issues
Improved efficiencies of its constrained & undertrained workforce
Benefits of ERP Modernization
BUDGETARYCONTRAINTS
MANUAL PROCESSING
DATA INTEGRITY
LEGACY ISSUES
WORKFORCE INEFFICIENCIE
S
SAVIINGS
$8-15m over 5 years
BENEFITS
A modernized, efficient system with real-time
visibility
DELIVERED
In a year
CUSTOMIZATIONS
About DPS
About DPS
Enrollment declined from 120K to < 40K
• 2009 Deficit of
$400M• EM Appointment and IT Leadership
Replaced
7,500 employees / 40,000 students
Largest urban school district in Michigan
PeopleSoft History at DPS
2001• 1st HCM
Deployed
2005/6• FMS 8.4
Deployed
• HCM Upgraded to 8.8
2009• Droppe
d Oracle support due to economic necessity
2012• Oracle
Insight performed in 2012
Insight Results
Operations Marginal with
goal of Transformation
Oracle proposed 9.2
license renewal
RFP was solicited
Oracle Platinum
Partner was awarded
IMPROVEMENT ESTIMATES LEAD TO SIGNIFICANT ANNUAL BENEFITS: FIVE YEAR
BENEFITS1,2
Additional 5 yr benefit of $1.7M
Implementation + HW/SW Maintenance
Improved Time Keeper Productivity
($2.8M - $3.8M) Increased Strategic
Sourcing($2.7M - $6.3M)
Reduced P-Card Spend
($0.6M - $1.4M)
Increased HR Productivity
($0.6M - $1.3M)
Improved Payroll
Productivity($0.05M - $1.1M)
Improved Procurement Productivity
($0.13M - $0.26M)
Improved Planning & Budgeting
Productivity($0.2M - $0.4M)
Improved AP Productivity
($0.1M - $0.2M)
Improved Core Acc Productivity
($0.05M - $0.1M)
Insight 5-year Estimate $9.2M
Status Quo $8.7MRevised Estimate $7.0M
The Challenge
Execution Challenges
Budgetary Constraints
Requirements Volatility
SME Participatio
n
Infrastructure
Legacy Customizati
ons
Security Provisionin
g
Chart of Accounts Changes
The Solution
HCM Business Process Challenges
Position Manageme
nt
Payroll Distribution
Payroll Processing
Time and Labor
Process Area: Human Resources
• Off-boarding • Manual Mass
Updates• HCM Employee
Issue Tracking• HCM Core
Systems Interface
Current Process
• 4034 Form (Hire, Xfers & Terms)
• Slow HR Transactions
• Placement/Time Reporting
• Seniority Tracking
Business Process Gap
• Automated Transactions
• Improved Productivity
• One system of record
• Visibility of Issues
Value Output
• Activate/Employ Checklist functionality for Off Boarding
• Approval Workflow Engine
• SIS teacher Data on Job Record
• Calculating Seniority
• Self Service Issue Submission
Process Improvement
Benefits
Financial Management Process Challenges
Procurement Process
Budget Configuratio
n
Information Tracking and
Reporting
Cash Management
and Electronic
Transactions
HCM to FMS Integration
Process Area: Payroll Posting
• Paper Rosters for Time Capture
• Payroll Auditors Enter Time
• Paper Paychecks
Current Process
• Manual Processing
• Manual Processing
• Multiple systems not in Sync
Business Process Gap
• Payroll Audits• Real-Time
Payments• Eliminate
Customizations• Eliminate
Manual Time Capture
Value Output
• Decentralize time entry with Time and Labor
• Automate leave calculation for accruals replacing customization and base benefits
Process Improvement
Benefits
Evaluate
DesignDevelop
Analyze
PS 9.2 Project
Project StartJuly 15, 2013
HCM LiveApril 7, 2014
FMS LiveJuly 15, 2014
Project Milestones/Phases
In Use Upgrade
Enterprise General Ledger For The Public
SectorEnterprise Accts
Receivable For The Public Sector
Enterprise Purchasing For Public Sector
Enterprise Accounts Payable For The
Public SectorEnterprise
eProcurement
Enterprise eSupplier Connection
Enterprise Supply Chain Portal Pack
Upgrade/Planned
Enterprise Human Resources For Public
Sector
Enterprise Payroll For Public Sector
Enterprise Time And Labor For Public
Sector
Enterprise Strategic Sourcing
Enterprise Talent Acquisition Manager
Planned New
Enterprise Inventory For Public Sector
Enterprise Asset Management For Public
SectorEnterprise Cash
Management
PeopleSoft UPK Developer
Enterprise Grants
Enterprise Planning And Budgeting
Enterprise eBenefits
Enterprise Candidate Gateway
PeopleSoft Applications/Modules
The Project Objectives and Scope
2-Hop Upgrade
Near-Vanilla Reinstall
Integrate New Modules
Align CoA with SoM
Decentralize Payroll Time Capture
9 - months for HCM
12 - months for FMS and EPM
Original Schedule
Our Team
Pro
ject
Sp
on
sor
– D
PS
Em
erg
en
cy M
an
ag
er
Project Champions– DPS CISO, DPS CAFO, DPS
CLHRO
Project GovernanceExecutive Director – CoE
Program Director
DPS Program Director
IT Trainers
DPS IT PeopleSoft Technical Support
ERPA Project Manager
ERPA Onsite Functional
ERPA Technical Lab Resources
Subject Matter Experts – DPS Super Users
Steering Committee
Project Team
Total Resources: 60
Implementer Selection Criteria
PeopleSoft Experience
Best Practices
Consultative Resources
Knowledge Transfer & Training
Our Successes
Our Successes
SUCCESS
On Time Go-Live
SME Adoption
Payroll Decentralizat
ionOne
Change Control
(1%)
Data Conversion/Migr
ation
New Module Integration
Lessons Learned
Lessons Learned
Governance/Oversight
Knowledgeable Integrator
Change Managemen
t
Train Early & Often
Plan/Discovery
(BPM/R
Data Purification
Requirements Trace
Requirements Trace
