Toss PeopleSoft

1
Toss PeopleSoft Outsource?

• How we came back to the fold and are on our way
  to 9.0!

2
Your Presenter

• Diane Jensen
• Port of Seattle
• Business Technology Manager
• PeopleSoft Financials 8.4, PeopleSoft HRMS 8.0,
  PeopleSoft Budgets 8.0, PS UPK

3
Overview

• The Port of Seattle was at a crossroadsupgrade
  or outsource? After almost 2 years, the decision
  was to upgrade. This presentation will discuss
  the why, how and what next of our decision and
  ultimate project.

4
Agenda/Contents

• HRMS PeopleSoft status
• 8.0 to 8.9 fit/gap discoveries
• Outsourcing
• Final decision
• Upgrading to 9.0

5
The Port of Seattle

• Port of Seattle is a municipal corporation
  created by the voters of King County Washington
  in 1911
• Primary Mission To be a leader in providing
  services facilities to accommodate the
  transportation of cargo and passengers by air,
  water and land to provide a home for the fishing
  industry and to foster regional economic
  vitality and a quality of life for King County
  citizens.

6
The Port of Seattle and Oracle

• 1997 Implemented PeopleSoft Public Sector
  Financials 5.0
• GL, AP, PO, Projects Budgets
• 1998 Upgraded Financials from 5.0 to 6.0
• 1/99 Implemented Public Sector HRMS 7
• HR, Payroll, Ben Admin, Recruit
• 5/99 Implemented AR and Billing
• 12/99 Implemented AM
• 2000 Upgraded Financials 6 to 7
• 2001 Upgraded HRMS 7 to 8 and implemented Time
  Labor
• 2004 Upgraded Financials 7 to 8.4
• 2007 Upgrading HCM 8.0 to 9.0

7
PeopleSoft HRMS Status

• PeopleSoft 8.0 SP1 has been up and running since
  Dec 2001
• No longer supported
• Tax updates must be purchased
• Resides on a legacy HP Server
• Maintenance expires 2009
• No fail over or redundancy
• Sybase database
• Slow performance
• Disaster Recovery Plan based on a Reporting
  Environment Server

8
PeopleSoft HRMS Status

• PRETTY SCARY HUH????

9
8.0 to 8.9 Fit/Gap Discoveries

• OKits time to upgrade people!
• RFP process for a high-level fit/gap 8.0 to 8.9
  Spring of 2006
• Functional assessment
• Technical assessment
• Estimate of cost a lot!
• Estimate of timeline 7 to 8 months

10
8.0 to 8.9 Fit/Gap Discoveries

• Most of all the risk was high!

11
Outsourcing

• So do we quickly plan for an upgradeor look at
  alternatives?
• Yepwe look at alternatives
• Upgrade PeopleSoft
• Host PeopleSoft
• Implement an alternative system
• Outsource the whole darn business (or as much as
  someone will take on)

12
Outsourcing

• Criteria for decision
• Risk
• Hardware end of life
• Software end of life
• Limited database support
• Data Center Capacity
• Postponed upgrades

13
Outsourcing

• Criteria for decision
• Other Drivers
• Focus on Core Competencies
• Accelerate Implementation Time
• Improve Service Levels
• Leverage Specialized Resources

14
Outsourcing

• Criteria for decision
• Cost
• In the endcost of ownership was not determined
  to be the 1 criteria for our decision
• Outsourcing was NOT the cheapest
• Outsourcing was deemed to be the least risky
• Outsourcing was our decision (and now it was the
  summer of 06)!

15
Outsourcing

• So what did Outsourcing mean to us?
• Core HR Administration
• Payroll Administration including Time
  Attendance
• Benefits Administration
• Recruiting and anything else a qualified vendor
  could do!

16
Outsourcing

• Next Steps
• Hire a consultant firm to help us through the RFP
  process and selecting a vendor
• Put out an RFP (160 pages!)
• Receive bids
• Pick final 2 and score!
• PS It is now the Fall of 06

17
Outsourcing

• After a thorough review of responses a vendor
  is chosen! Exceptbutmeanwhile.maybe
• A few of our requirements are iffy
• Sowe elect to engage in a limited discovery
  with the vendor to look closer at
• GL/Project Costing Interfaces
• Pay Code Requirements
• Deduction (specifically PERS) Requirements

18
Outsourcing

• Discovery Session Outcome
• Vendor could not accommodate our full 28 (GL) or
  58 (PC) chartfield string
• Deriving some chartfields was a possibility
  messy, retraining
• Rework PC chartfield string and/or use a
  translate table maintenance, retraining

19
Outsourcing

• Discovery Session Outcome
• Vendor could accommodate our pay codes, BUT.

20
Outsourcing

• The Port of Seattle is a very complex
  organization with a very complex pay structure.
  We have 28 different bargaining unions, a Police
  Dept, a Fire Dept, and an elected board
• Our vendor did not want to take on this big of a
  risk or have to staff for this knowledge (as a
  complete HRO project) but would like to have us
  use their hosted system!

21
The Final Decision

• Senior decision makers were ready to bite the
  bullet
• Thou shalt go forth and UPGRADE!!
• Within a month
• Business Case
• Commission Approval
• Kick Off

22
Upgrading to 9.0

• Upgrade? Nopethis is a reimplementation!
• Migrate database to SQL Server 2005 on Windows
  2003 Server
• Migrate the App Server Web Server on Windows
  2003 Server
• Migrate data over to 9.0 environment Reset up
  tables where appropriate

23
Upgrading to 9.0

• Functionality
• HR Administration
• Benefits Administration
• PR Administration
• Time Labor
• Candidate Gateway TAM (new)
• Employee Self-Service
• Manager Self-Service (new in the HR area)

24
Upgrading to 9.0

• Timeline
• Kick Off October 2007
• Install Migrate Oct 07 Feb 08
• Business Process Analysis Oct 07 January 08
• Analysis Design Dec 07 April 08
• Test May 08 Sept 08
• End User Training July 08 Sept 08
• Go Live October 3, 2008

25
Upgrading to 9.0

• Resources
• Project Manager 1 full-time
• Leads (Functional Technical) 4 part-time to
  full-time
• PS Admin 1 full-time
• PS Developer 4 full-time
• Functional Analysts 4 full-time
• Business Analysts 3 part-time to full-time

26
Upgrading to 9.0

• Lessons Learned (so far)
• SO FARwe are lovin 9.0!
• TL Look at Combo Codes early!
• Go back to last years conference presentations
  and use their lessons learned!

27
Questions?
28
Contacts

• Diane Jensen
• Manager, Business Technology
• Port of Seattle
• E-mail jensen.d_at_portseattle.org