It's Time for a ReDesign - Quest International Users...
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Prepared by: Session ID: It's Time for a ReDesign Bill Gibbard EVP PeopleSoft Practice Phone: 248-842-0019 email: [email protected] Customer Success Story with PeopleSoft ESA 102520 Kaetan Khakhar ESA Application Lead email: [email protected]
Transcript of It's Time for a ReDesign - Quest International Users...
Prepared by:
Session ID:
It's Time for a ReDesign
Bill GibbardEVP PeopleSoft PracticePhone: 248-842-0019email: [email protected]
Customer Success Story with PeopleSoft ESA
102520
Kaetan KhakharESA Application Leademail: [email protected]
It'sTimeforaReDesign –CustomerSuccessStorywithESA
ReConnect 2017July20,2017
NewburyCredentialsCompany Background: • Founded 2005• 60+ consultants• Extensive US and EMEA experience
Notable Customers:Mission:
PeopleSoft HCM, Financials, Supply Chain, ESA
Oracle Cloud Talent Acquisition (Taleo)
Staffing – Consulting – Healthcare – Life Sciences – Gov’t Contracting
Help clients drive revenue, reduce cost and manage talent through optimal deployment of PeopleSoft and Taleo HCM and Financials suites
NewModuleImplementation,Deployments
PeopleToolsUpgrades
v9.2ApplicationUpgrades
ManagedServices/ApplicationSupport
OptimizationAnalysisandRecommendations
Taleo ImplementationsandIntegrations
Offerings:
ENTER TO WINA Free Amazon Echo
“Alexa”WINNER drawn at end of Newbury’s last session
ANewandBetterWaytoImportorExportDatainPeopleSoftThursday1:45pm
1 BusinessCaseforReDesign
2 Objectives
3 Scope
4 GlobalDesign
5 PhasedApproach
ABSTRACT
ManycustomerscanidentifywiththedesiretoredesigntheirFinancialsERPsolution.ThisclientoriginallyimplementedFINandProjects(ESA)manyyearsago.BusinesshaschangedovertimeandTheorganizationrecentlytooktheinitiativetotakenecessarybigstepstooptimizeitssystemandbusinessprocesses.Thissessionwillhighlightprocessandsystemchangesinvolvingtimeentry,costoflabor,pricingandapprovals,billing,revenue,projectreporting.
Agenda
BusinessCase
IT• TechUpgradeaftertechupgrade• SoftwareAdoptionModel
2008• originalimplementation
2009•phaseII
2010
2011• techupgrade
2012
2013
2014
2015• techupgrade
2016
BusinessCase• “Re-do”configurationfrominitialimplementation
• Project-ContractMulti-linerelationship• NewActivityStructurebyservicelines• ExpansionofChartfield
• NewPRODUCT&FlexCF1dimension• Re-doReportingTrees
• SourceType,Cat,Subcat• ReportingfromProjecttoContract• NewProductOfferings• CustomTransactionbasedprocessor
• Licenses&BPO• CapitalProjects&CostofLabor• Regulatory– NewRevenueRecognitionStandards
BusinessCase
OrganicGrowth• COARedesign• CapitalProjectIntegration• ImprovedOperationalReports
Whenitwassmall,itwasokaytobemanual.Buttheseareashavegrown!
BusinessCase
Acquisitionintegration• ProductIPlineofbusiness
IntegratedERPmeansintegratingthisnewbusinessintoourexistingERP
BusinessCase
• Themarketchanged• Ourcompany/organizationevolved• Technologyadvanced• ITobjectiveschanged
2008• originalimplementation
2009•phaseII
2010
2011• techupgrade
2012
2013
2014
2015• techupgrade
2016
Assessedpossiblefunctionalupgrade
Assessednewrevenuestandards
AssessedoptimizationforDemand/Supplymatching
Acquisition
ReImplement vsReDesigntopic ReDesign ReImplement
Database Within NewtargetdatabaseConfiguration Updates Updates
Conversion None*Maybeupdatingvaluessoscriptingandconversion-likeSQLexists
Significant
BusinessProcess Optimize Optimize
NewFeatures Uptake Uptake
Upgrade Canbepartofupgradeorindependent
Canreimplementtolatestversion
PeopleToolsUptake CandeploylatesttoolsincludingFLUID,WorkCenters,OnlineAnaltyics,ActivityGuides,RelatedActions,etc
CandeploylatesttoolsincludingFLUID,WorkCenters,OnlineAnaltyics,ActivityGuides,RelatedActions,etc
SummaryofKeyObjectives
NewBusinessesSupport
• Implementfeatures/processforsoftwarelineofbusiness
• FacilitateStaffing,Consultingmodels(i.e.smallerandshorterprojects)
• Supportsharedservicesdeliverymodels
R
N
ReportingImmediacy
• FasterCloseprocess• Deliverfinancialandoperating
informationmorequicklyandmorefrequently
• Retirecustomizationsandleveragedeliveredfunctionality
• Scaleupbusinessprocesses• Enablefasterimplementationofnew
features
EmployeeExperience
• Easeadministrativeoverheadinprojectcreation,assignment,timesheet,expenses.
• DeployWorkCentre,FLUID,etc allowingforagreatlyenhanceduserinterface
• Allowanytime/anywhereaccess(i.e.mobileenablement)
E
G GrowthFocus
DoThingsDifferently
Client
AccountManager
ProjectManager
SharedServices
RevenueTeam
ResourceManagers
Associate
Bid&Proposal• Pipeline
Management• Demand
Creation
Project/ContractSetup&Budgeting
RecordTime
SubmitExpenses
ProjectManagement
Review,Approve&Record
ProjectCosts
ResourceAssignment
InvoiceCustomer
Review&RecordRevenue
ManagementReporting
EnterAPVouchers
BusinessProcessesinScope.Modules:• ProjectCosting• Contracts• ResourceManagement
• Billing
BusinessProcessesImpacted.Modules:• Expenses• AP• AR• GL• AM
Legend
Scope
Revenue&ResourceForecasting
ESARe-implementationProject
Demand/Supp
lyProject
ProcureExternalGoods&Services
DiscountAutomationSystem
customer LaborCost RevenueDetails
InsightBITool
Otherimpactedapplications,including:
BusinessProcessesinScope
Customer/Opportunities
Project&ContractSetup
ResourceAssignment
TimeEntry&Approval
Billing&Revenue
ProjectCosting&Accounting
ManagementReporting
Simplify,StandardizeProject&ContractSetup
IntegrateOpportunityDatatoESA
SupportCapitalProjectsFastAssignmentProcess
StandardizeandIncreaseUseofSharedServices
SelfAssignments
BetterUseofTasks
Moretimely,accuratetimetracking&approvals
ManagerTransactionReview,Approvals
Weekly,timelyinsight
Auditable,accurate,timelyinvoicing
ComplywnewRevenueStandards
FasterMonth-endclose
MoreFlexibleCOA
MovetoStandardCostingforlabor
ProcessinScope
Customer/Opportunities
Project&ContractSetup
ResourceAssignment
. . . .
Simplify,StandardizeProject&ContractSetup
IntegrateOpportunityDatatoESA
FastAssignmentProcess
StandardizeandIncreaseUseofSharedServices
SelfAssignments
Scope– SelfAssignment/QuickAssignment• AllowExpenseentrywithoutAssignment– expensesmuststillbeapprovedbyPM
• Forselectedcircumstances,allowanassociatetoinitiatetheirownassignmenttransaction(“Self-ServiceAssignment”)
• ResourcemustknowtheProjectID,ProjectManageronrecord&mustfitwithinStart&Enddate
• IfaSelf-Servicerequestisnotapproved/rejectedin24hours,thentheresourceisauto-assigned
• Revisittheassignmentfreezemodificationstosupportsubmissionoftimesheets
• Enableapoolmodelofresourceassignmentsforsharedservicegroups
FLUID“BANNERPAGE”MyAssignments(ManageAssignments)
QuickAssignment
ProcessinScope
Customer/Opportunities
Project&ContractSetup
ResourceAssignment
TimeEntry&Approval . . .
BetterUseofTasks
Moretimely,accuratetimetracking&approvals
ManagerTransactionReview,Approvals
Scope- ServiceFirms
Scope- TimeandExpense
• T&Levaluation• T&EvsT&L
• Accuracyandcompleteness- compliance• Timeliness– P&Lfrequency• Reporting• Approvals• Mobile
Time&Expense/Time&LaborComparison
Topic Time&Expense Time&LaborTimeEntry Simple Simple&Configurable
Elapsed X X
Punch X
ExternalTimeIntegration(TCDFramework) X
TimeInterpretation X
CalculationofDAYSFromHours X
LaborValuedatStandardCost X X
LaborValuedatActualCost X
LaborDistribution/Dilution X
PayrollIntegration X
AbsenceManagementIntegration X
Comparisoncont - T&E/T&LProjectsIntegrationTopic Time&Expense Time&Labor
Project/Activity/Chartfield Validation X X
ProjectTeamEnforcement X X
ClosedProjectValidation Immediate ViaExceptions
WorkflowApprovalDeliveredConfiguration X X
SupervisorApproval X X
ProjectManagerApproval X
RealTimeDataAccess/ItemsAbove Immediate NearRealTime– Messaging
AccesstoRemainingWork X
FLUID“BANNERPAGE”capabilityto‘ClicktoCreate’TimesheetsQuicklyorUseCreateTimesheet.
ProcessinScope
Customer/Opportunities
Project&ContractSetup
ResourceAssignment
TimeEntry&Approval
Billing&Revenue
ProjectCosting&Accounting
.
SupportCapitalProjects
Auditable,accurate,timelyinvoicing
ComplywnewRevenueStandards
MovetoStandardCostingforlabor
Contract Set up:Requirement: Ability to define multiple revenue methods (old & new standard) for the same project within a contract
Parallel/Dual reporting:Requirement: Accounting for revenue entries based on both old & new standards & make it available for reporting
Revenue Recognition
Setupoptions
Option1Duplicatealltherevenuelines
Option2Duplicateonly
revenuelineswithdifferentrevenue
methodsOption3
Duplicateallamountbased
revenuelinesonly
DualParallel
Reporting
Option1
MultipleGLAccounts
- TriplesAccountcodes
Option2Multiple
Ledgers/GLBUCustom– BooktoSeparateReporting
Ledgers/GLBU Option3
EnableadditionalChartfield
EnablenewCF- availableinsubledger&GL
ProcessinScope
Customer/Opportunities
Project&ContractSetup
ResourceAssignment
TimeEntry&Approval
Billing&Revenue
ProjectCosting&Accounting
ManagementReporting
Weekly,timelyinsight
FasterMonth-endclose
MoreFlexibleCOA
CloseCycle&ManagementReportingQuickervisibilitytoprojectperformance
• Untierevprocessfrommonthendclose• Untierevenuefrombillingincludingmanualeffortwhenbillingnotcoincidew31st
• Weeklycostnumbers• Betteruseofactivity->quickerrevenue,retirePAS,EBS• Retiremanualprocessesfor~10%associateswhosetimeisnotentered,approved
• DeliveredprocessesforstandardcostingImprovedmanagementreporting
• AddProductx-field• Dept dimensioninGLforimprovedreportingonvertical,horizontal,SG&A• "projectprofiling"- moreflexiblemodel• Retiredatabaseusedforhorizontalreporting• MoredetailsinPCmeansbetterdatatoBIandmoretimely
Approach- TeamStructure
• ByProcess.NOTbyModule• Team
• ITBA• Accounting• ProcessOwners
• OnshoreandOffshore• HeadquartersandGlobal• NewburyConsulting!
• ProcessExpertsleadtoReDesign
Time
Costing
Billing
OurApproach
Plan
• Definethescope
• PlanDiscoveryandGlobalDesignphases
• Createprojectgovernance
Discovery
• CurrentStateBusinessProcessesandSystemArchitecture
• KeyMetrics• FutureStateRequirements
PreliminaryGlobalDesign
• HighLevelFit/Gap
• High-levelconfiguration&processdesigndecisionsmade
• PreliminaryRICE
• ChangeMgmt.Strategy
• DeploymentStrategy
DetailGlobalDesign
• Completeconfiguration&processdesign
• RICEFunctionalDesigns
• FutureStateBlueprint
• Conversion,integration,reporting&securityplans
Beforeembarkingonaphaseddeploymentapproach,itisimportanttoestablishasolidglobaldesignthatservesasafoundationforeachdeployment.TheprojectbeganwithDiscoveryandGlobalDesignphasesinordertoensurethatbusinessobjectives,requirementsandtheinterdependenciesbetweenunderlyingdata,systemsandprocessesarefullyunderstoodanddocumented.Thisservedasthebasisfortheselectionofadeploymentstrategy.
Approach– PhasedDeploymentsProgram/ProjectManagement
Discovery
GlobalDetailDesign
Planning
Build
Testing
UserReadiness
Deploy,Support
PlanDiscovery&Design
RICEFunctionalDesignsComplete
RequirementsUnderstoodHighLevelFit
UATComplete
GoLive
ConfigurationandDevelopmentComplete
SystemTestingComplete
PreliminaryGlobalDesign
RICEListChangeMgmt StrategyDeploymentApproach
DeploymentSpecificDesign
RICEFunctionalDesignsComplete
DeploymentPhasesiterativeandoverlapping
Timeline
PhaseNov-15 Dec-15 Jan-16 Feb-16 Mar-16 Apr-16
11/2 11/9 11/16 11/23 11/30 12/7 12/14 12/21 12/28 1/4 1/11 1/18 1/25 2/1 2/8 2/15 2/22 2/29 3/7 3/14 3/21 3/28 4/4 4/11 4/18 4/25PlanningDiscovery
PreliminaryDesign * * *DetailedDesign *ImentationPlanning
DesignPhase
Impact
ESA
DeliveryExcellence
ProjectRequest/Setup
ContractSetup
ResourceAssignments
ContingentLabor
Expenses
AssetCapitalization
ManagementReporting
KeyProjectBenefitsThefollowingwereidentifiedasprogrambenefitspriortokickoff:
ü Quickervisibilitytoprojectperformanceü Improvedmanagementreportingü Abilitytocomplywithnewrevenuestandards(ASC-606;IFRS15)ü Tightercontrolsoverbillings,revenueusingdelivered,upstream
processingü Quickermonthlycloseprocessü Abilitytotrack,automatecapitalprojectsü Abilitytolowertotalcostofownershipandincreasedsystem
maintainabilitythroughremovalofcustomizations
Other Sessions by Newbury
UsingtheDataMigrationWorkbenchtomoveconfigurationdata• Tuesday1:15pm
PeopleSoftProjects(ESA):RealWorldStrategiesforSuccess#101110• Wednesday8am
CaseStudiesonnewRevenueRecognitionstandards#102510• Wednesday11:15am
It'sTimeforaReDesign - CustomerSuccessStorywithESA#102520• Thursday11:15am
ANewandBetterWaytoImportorExportDatainPeopleSoft#101590• Thursday1:45pm
Session ID:Please complete the session evaluation
102520
