November 22, 2011 · Labor distribution Withholding data/tax data admin – Payroll Taxes Social...
Transcript of November 22, 2011 · Labor distribution Withholding data/tax data admin – Payroll Taxes Social...
CSGNovember 22, 2011
UC Payroll and HR Operations Today
• UC needs to become more efficient in its HR/APO/payroll/timekeeping operations that support its approximately 185,000 employees
• UC‐wide, there are approximately 6,000 FTEs today performing HR, payroll and timekeeping duties at a cost of over $500 million
• The ratio of HR and payroll staff to the number of employees served is higher at UC than at 90% of other organizations according to benchmark data
• The current PPS system is 30 years old with 11 different versions
• There are opportunities for improving payroll and HR services by deploying new technology, streamlining and standardizing processes across UC, and eliminating duplication of effort by centralizing transactional activities.
Project Goals and Objectives
• Implement modern technology and tools for managing UC’s workforce
• Simplify and standardize HR, Payroll, and Academic Personnel administrative processes
• Improve efficiency and service quality through new approaches to service delivery
• Achieve long‐term, sustainable cost savings
PPS Initiative: Scope
Process Scope• General HR Administration/Workforce Administration (23 process areas)• Time and Attendance (12 process areas)• Payroll (20 process areas)
Technical Scope• Payroll Processing• Time Capture• HR Administration• HR/Payroll‐related Portal• Other applications, vendors and systems that include inbound or
outbound feeds to the payroll solution
Process Scope
General HR Administration/Workforce
Administration Time & Attendance PayrollNew hire
Academic student & non-studentStaff & Faculty
RehireAcademic student &non-studentStaff & Faculty
Academic changeAcademic renewal of appointmentAcademic merit - Merit, Service Awards and Retirement Gift ProgramsChange in work hours (staff/student/academic)Additional employmentDual employmentRange adjustmentsRange restructuringLeaves of absenceMerit increases
StaffAcademic
AppointmentsRenewal of appointmentsCompensatory time-offStaff temporary actionIntercampus transferJob changes Personal data maintenanceData entryPhysical Records ManagementTermination
Support Collective Bargaining
Time entry New hires Adjustments from prior periodsTime approvalsPay period closing/interface to PPSVacation leave managementOther absences managementAttendance administration Overtime administrationYear-end data entry administration Time processingAccruals
Original process scopeRefined process scope
Pay set upPay processingOff cycle processingManual checks – Rush ChecksGarnishments and LeviesCorrections & adjustments - Payroll OverpaymentsLabor distributionWithholding data/tax data admin – Payroll TaxesSocial security data administration
Benefits deduction administration - Benefits (new employees, leaves of absences, layoffs, sabbaticals, retirements, death)Garnishment administrationPayroll reconciliation - Audits and reconciliations to insure employees are paid accurately (compliance with FLSA, bargaining unit agreements, policies and procedures)Worker’s CompensationPeriod/month/year closing Year-end reporting - W-2sSelf service scenarios for payroll data End of year activitiesDisbursements ((insurance carriers, credit union, charities, other agencies, etc.)PPS (testing, training, implementing modifications)Out of State employees
Product Family/Module In scopePeopleSoft Enterprise ePerformance NoPeopleSoft Enterprise Succession Planning NoPeopleSoft Enterprise Human Resources including, eProfile, eProfile Manager Desktop. (It is assumed that AYSO will be used to provide eBen functionality. See related section below.) Yes
PeopleSoft Enterprise Recruiting Solutions NoPeopleSoft Enterprise Payroll including ePay YesPeopleSoft Enterprise Benefits Administration YesPeopleSoft Enterprise eCompensation NoPeopleSoft Enterprise Applications Portal YesUser Productivity Kit – Developer YesUser Productivity Kit – Employee YesHyperion Financial Data Quality Management YesHyperion Financial Data Quality Management Adapter for Financial Management YesOracle Hyperion Public Sector Planning and Budgeting YesHyperion Planning Plus YesOracle Essbase Plus YesHuman Resources Analytics Fusion Edition YesInformatica PowerCenter and PowerConnect Adapters YesOracle Business Intelligence Suite Enterprise Edition Plus YesOracle Data Quality Address Validation Server YesOracle Data Quality Matching Server YesOracle Higher Education Constituent Hub Data Steward YesOracle Higher Education Constituent Hub YesSiebel Tools YesOracle Identity and Access Management Suite YesAdvanced Security Option YesData Masking Pack Yes
Replace PPS with Oracle’s PeopleSoft payroll and HR systems
Application Scope
Phased Implementation
• Phase 1: Implement HRMS, Payroll and GL integration solutions, replacing PPS “must have” functionality as well as improving core human resources and payroll processing capabilities.
• Phase 2: Implement systemwide time and attendance capability, significantly reducing business process redundancies, shadow systems, and paper processing.
• Phase 3: Achieve end‐to‐end integration and consolidation, with expanded HRMS functionality, a UC‐wide portal facilitating access to all systems, and a human resources/payroll data warehouse supporting analytics and decision support.
UCLA Implementation
Oct Nov Dec Jan 2012 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan 2013Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Planning & Functional Requirements
Configuration & Development
Data Clean Up
Interfaces & Conversion
Testing
Transition Production Support
Project Begins – October 2011
Campuses grouped into 3 implementation waves• 1st wave – UCLA, UCOP, UC Merced, UCSD, UCSC
UCLA Go Live Date – January 1, 2013
Project Completed for the system in 3 years
Executive Project SponsorExecutive Project SponsorExecutive Project Sponsor
Executive Steering TeamExecutive Steering TeamExecutive Steering Team
Project Management Office
Project Management Office
Project Management Office
Practices Board
Practices Board
Practices Board
Project DirectorProject DirectorProject Director Management WorkgroupManagement WorkgroupManagement Workgroup
Local Project TeamsLocal Project TeamsLocal Project Teams
Standardized Process Designs
Execution & Escalation of
Issues
Change ControlChange ControlChange Control
Central Project TeamsCentral Project TeamsCentral Project TeamsTestingTestingTesting
Data ConversionData ConversionData Conversion
Process ManagementProcess ManagementProcess Management
Project Structure and Governance
StrategyApproachMethodologyCoordination
Project Structure and Governance
Executive Project SponsorsExecutive Project SponsorsExecutive Project Sponsors
Executive Steering Committee
Executive Steering Committee
Executive Steering Committee
Project Management Office
Management WorkgroupManagement WorkgroupManagement Workgroup
Peter Taylor, CFONathan Brostrom, EVP – Business OperationsPeter Taylor, CFONathan Brostrom, EVP – Business OperationsPeter Taylor, CFONathan Brostrom, EVP – Business Operations
Monir Ahmed – UCMSusan Carlson – UCOPDavid Ernst – UCOPSteve Relyea – UCSDChristina Valentino ‐ UCSC
Gretchen Bolar – UCRRon Cortez – UCSBJohn Meyer – UCDDan Sampson – UCOPJohn Wilton ‐ UCB
Wendell Brase – UCIDwaine Duckett – UCOPJack Powazek – UCLABarrie Strickland ‐ UCSF
Mike Allred – UCDMike Baptista – UCOPKarl Heins – UCSBDon Larson – UCSDPat Price – UCIDan Sampson – UCOPPeter Woon – UCI MC
Rich Andrews – UCIDave Curry – UCLASheryl Ireland ‐ UCMChar Moreno ‐ UCSCJeannine Raymond – UCBNancy Tanaka ‐ UCOP
Allison Baird‐James –UCLAGwen Lake – UCLA MCDavid Odato – UCSFChuck Rowley – UCRPaul Weiss ‐ UCOP
Project Structure and Governance
Project Management OfficeProject Management OfficeProject Management Office
Practices BoardPractices BoardPractices BoardAPDs – Cindy Doherty, Cynthia Leathers, Pat Price, Pamela PetersonCHROs – Tom Leet, Jeannine Raymond, Mark Speare, Marilyn VoceControllers – Mike Allred, Allison Baird‐James, Don Larson, Delphine Regalia, Peter Woon
APDs – Cindy Doherty, Cynthia Leathers, Pat Price, Pamela PetersonCHROs – Tom Leet, Jeannine Raymond, Mark Speare, Marilyn VoceControllers – Mike Allred, Allison Baird‐James, Don Larson, Delphine Regalia, Peter Woon
APDs – Cindy Doherty, Cynthia Leathers, Pat Price, Pamela PetersonCHROs – Tom Leet, Jeannine Raymond, Mark Speare, Marilyn VoceControllers – Mike Allred, Allison Baird‐James, Don Larson, Delphine Regalia, Peter Woon
Anthony Lo, UC Project DirectorDoug Johnson, Oracle Project DirectorAnthony Lo, UC Project DirectorDoug Johnson, Oracle Project DirectorAnthony Lo, UC Project DirectorDoug Johnson, Oracle Project Director
Change Control BoardChange Control BoardChange Control Board Sue Abeles (Payroll), Lubbe Levin (HR), Nancy Tanaka (APO), Paul Weiss (IT)Sue Abeles (Payroll), Lubbe Levin (HR), Nancy Tanaka (APO), Paul Weiss (IT)Sue Abeles (Payroll), Lubbe Levin (HR), Nancy Tanaka (APO), Paul Weiss (IT)
UCLA Project Governance
UCLA Project Team
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
Month 13
Month 14
Month 15
Month 16
Month17
20112011 20122012 20132013
Integration and Conversion Strategy
Technical Designs(Conversions, Interfaces…)
Performance Testing
End User Training
Payroll Parallel Testing
Data Mapping for Conversion
User Acceptance Testing
Build & Unit Test(Interfaces, Conversions...)
Design Sessions
Configure Application
Data Cleanup
Functional Designs
Prepare SIT Scenarios
System Integration Testing (SIT)
Update Business Process Maps
HR/APO SMEs
Payroll SMEs
Mostly Functional Activities *
Mostly Technical Activities *
Project Teams & Activities
Training
Project Timeline
ProdCutover
* Each Key activity will be led by UC and Oracle experts from PMO
Shared Technology Services GroupShared Technology Services GroupShared Technology Services Group
Input from Service
Management Work Group
Shared ServicesParallel Effort and Activities
Linked directly to the Project Management Office and Management Workgroup. Develops the recommendations for the Payroll/HR/APO functions and processes to be performed within a UC‐wide shared services center and the detailed design of the shared services organization.
Input from Service Delivery Design
Team
Service Delivery Design Team
Linked directly to the Project Management Office and ITLC. Operational responsibility for technical architecture, technical operations, migrations, interoperability, interfaces, and data management. Supports technical aspects of testing and data conversion/cleansing.
Implementation Roadmap
Service Center Draft Implementation Plan
Activity
Month
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15Practice Harmonization
Process Redesign
Procedural Documentation
Site Selection
Tech Requirements and Selection
Technology Implementation
Detailed Organization Design
Detailed Role Design
Staffing Strategy
Selection
Staffing Transition
Training Design
Training
Change and Communication Strategy
Change Management Execution
Pilot Go-Live
Model 1 – Fully Centralized Service Center
CampusHR/Payroll/
AP
Faculty
Staff
Non‐employees/Affiliates
Managers Tier 0 Internet Portal
Tier 1 Tier 2 SupportingRoles
HRIS
Records / Fulfillment
Quality
Case
Managem
ent
Teleph
ony
Know
ledge
Managem
ent
CTI
Routine Inqu
iries
and transactions
Non
‐rou
tine
inqu
iries,
escalatio
ns
Campus HR / PYRL / AP
SystemCOE
Tier 3
Co‐locatedRoles
Some Roles MayBe Virtual
Payroll/Payroll
Processing
HR / WFA
Benefits/Leaves
Payroll &HR
Benefits/Leaves
Co‐locatedRoles
HR/Payroll Service CenterTe
leph
ony
Imaging
Model 2 – Centralized Operations With Campus Delivery Teams
CampusHR/Payroll/AP
Faculty
Staff
Non‐employees/Affiliates
Managers
Internet Portal
HRIS
Records / Fulfillment
Quality
Case
Mgm
tTeleph
ony
Know
ledge
Managem
ent
CTI
Routine Inqu
iries
and transactions
PayrollDelivery
Centrally Co‐locatedRoles
Multiple CampusDelivery Teams
CentralizedHR Operations Center
PayrollAdmin
HR Admin
Benefits/LeavesAdmin
Back Office Ops Support
Benefits/LeavesDelivery
HR / APDelivery
PracticeLeadership
OperationsLeadership
Delivery Lead
CampusHR / PYRL / AP
SystemCOE
Non
‐rou
tine inqu
iries, escalations
Imaging
Roles LocatedOn Campus
Model 3 – Two Service Center Hubs, Campus Aligned Teams
CampusHR/Payroll/AP
Faculty
Staff
Non‐employees/Affiliates
Managers Tier 0 Internet Portal
Case
Managem
ent
Teleph
ony
Know
ledge
Managem
ent
CTI
Routine Inqu
iries
and transactions
SupportingRoles
HRIS
Records / Fulfillment
Quality
Payroll/PayrollProcessing
HR / WFA
Benefits/Leaves
Payroll &HR
Benefits/Leaves
Payroll/PayrollProcessing
HR / WFA
Benefits/Leaves
Payroll &HR
Benefits/Leaves
Center A
Center B
Non
‐rou
tine
inqu
iries,
escalatio
ns
CampusHR/PYRL/AP
SystemCOE
Tier 3
HR/Payroll Service Centers
Tier 1 Tier 2
Tier 1 Tier 2
Imaging
Technical Implementation Plan
Fusion Middleware Reference Model
Oracle Service Bus
SOA Based Integration
UCLA System Integrations
• Systems and interface inventory complete
• 75 base interfaces
• 168 UCLA tier 1 interfaces
• 130 UCLA views
• 50 UCLA systems
• Work in progress
• Integration strategy
• Data mapping
• Identity management strategy
UCLA Time & Attendance
• The new PPS system will require:– All employees to be on standard pay cycles
• Exempt – Monthly• Non‐exempt – Bi‐weekly
• Currently – UCLA has multiple time & attendance solutions– 64% employees covered by various time & attendance systems– 36% employees use manual process and need to move to a system solution
• Interim system solution for Time & Attendance – Developed by UC Irvine for higher education– Provides electronic exception reporting and approvals – Goal to transition:
• staff to system solution by April 1, 2012 • faculty (if required) to system solution by January 1, 2013
• Currently ‐ 6,100 non‐exempt employees paid monthly– Goal to move to bi‐weekly by April 1, 2012
UCLA Communications Plan
• Regular campus updates– BruinPost– Campus portal– Campus advisory groups– Staff training – UCLA publications
• Standing group meetings– Executive Committee– Deans’ Council– CAO’s/CFS’s– Human Resources Advisory Group– IT Committees– Academic Senate Committees
• System‐wide updates via the working smarter website
Challenges
• Organizational change and system‐wide standardization
• Realize process improvements and savings to pay for new system
• Interface changes for many significant campus systems that tie into PPS system
• Continue operation of current system until January 2013 implementation
PPS Replacement Project Budget
Net Savings (Restructuring Savings – Ongoing Central PPS Expenses)