ucpath project: phase 1 implementation plan path implementatio… · · 2017-03-172.1.9...

UCPath Project: Phase 1 Implementation Plan UC Santa Cruz

06/12/2012 Version: Final Author: Laurie Eppler, David Turner

UC Santa Cruz UCPath Project: Phase 1 Implementation Plan ii

Table of Contents

1 EXECUTIVE SUMMARY .................................................................................................... 1

1.1 Introduction ............................................................................................................................................ 1

1.2 Context for this Document ..................................................................................................................... 1

1.3 Summary of Work Packages .................................................................................................................. 2

2 IMPLEMENTATION WORK PACKAGES AND SCOPE .................................................... 6

2.1 Work Packages ....................................................................................................................................... 6

2.1.1 Local Project Management .................................................................................................... 6

2.1.2 Data Conversion ..................................................................................................................... 6

2.1.3 Business Process Development ............................................................................................... 7

2.1.4 Technical Infrastructure, Support, and Data Management ................................................... 8

2.1.5 Integrations and Development ................................................................................................ 9

2.1.6 General Ledger / Financial Systems ....................................................................................... 9

2.1.7 Bi-Weekly Pay / Time and Attendance Systems .................................................................... 10

2.1.8 Change Management and Campus Communications ........................................................... 11

2.1.9 Functional System Design and Training .............................................................................. 11

2.1.10 Quality Assurance and Testing Coordination ...................................................................... 12

2.1.11 Local “Tiger Teams” ............................................................................................................ 13

2.2 Out of Scope ......................................................................................................................................... 13

3 IMPLEMENTATION PLAN ............................................................................................... 15

3.1 Approach and Methodology ................................................................................................................. 15

3.2 Project Timeline ................................................................................................................................... 16

4 ORGANIZATION AND STAFFING ................................................................................... 19

4.1 Project Leadership ................................................................................................................................ 19

4.2 Work Package Teams ........................................................................................................................... 20

4.2.1 Local Project Management ................................................................................................... 20

4.2.2 Data Conversion ................................................................................................................... 20

4.2.3 Business Process Development ............................................................................................. 21

4.2.4 Technical Infrastructure, Support, and Data Management ................................................. 22

4.2.5 Integrations and Development .............................................................................................. 22

4.2.6 General Ledger / Financial Systems ..................................................................................... 23

4.2.7 Bi-Weekly Pay / Time and Attendance Systems .................................................................... 24

4.2.8 Change Management and Campus Communications ........................................................... 24

UC Santa Cruz UCPath Project: Phase 1 Implementation Plan iii

4.2.9 Functional System Design and Training .............................................................................. 25

4.2.10 Quality Assurance and Testing Coordination ...................................................................... 25

4.2.11 Local “Tiger Teams” ............................................................................................................ 26

UC Santa Cruz UCPath Project: Phase 1 Implementation Plan 1

1 Executive Summary

1.1 Introduction This document serves as a local implementation plan, articulating the work that will be required on the UC Santa Cruz campus in support of Phase 1 of the UC system-wide UCPath Project. The parent project, managed by the UC Project Management Office (UCOP PMO), will replace the system-wide Payroll and Personnel System (PPS) with a PeopleSoft Human Capital Management enterprise application, to be known as UCPath.

As this document will serve as a local planning tool within the broader context of a system-wide effort that is already underway, it will bypass the normal sections on project purpose, goals, and benefits. More information about the UC Path project is available from a variety of sources, most notably:

The UCPath Project page within the Projects section of the University of California’s “Working Smarter” site: http://workingsmarter.universityofcalifornia.edu/projects/ucpath/overview/

The UC Santa Cruz UCPath Project web site: http://ucpath.ucsc.edu/index.html

1.2 Context for this Document Launched in January 2010, the UCPath Project is a massive coordinated effort between the UC Office of the President (UCOP), each of the UC campuses and medical centers, the PeopleSoft HCM vendor (Oracle), and additional consultants hired to complete the transition.

The project went through discovery and planning phases at UCOP PMO through February 2012, during which time the local project teams were unable to do any detailed planning on a campus implementation. Months were spent acquainting cross-functional staff with the differences between the out-dated Payroll & Personnel System and a modern HR information platform, as well as educating implementation teams and consultants on current UC business practices, procedures, policies and requirements. Additionally, there were numerous positions that needed to be staffed at the UCOP PMO in order to begin full project implementation in earnest.

UCOP PMO is responsible for overall project definition, planning, coordination, and execution, while each campus and medical center is responsible for local implementation.

This tiered project management approach requires constant communication between the UCOP PMO and the campuses, with local organizations dependent upon the UCOP PMO for myriad project inputs, including timelines, planning


documentation, technical designs / architecture, and process planning. In turn, the UCOP PMO depends on the campuses to organize effectively, provide local planning data, and execute their local transition to the new system(s).

As of late April 2012, when this document was initiated, the UC Santa Cruz UCPath Steering Committee and project team are, for the first time, in possession of sufficient documentation from the UCOP PMO to begin serious local project planning.

Prior to this period, local planning has been, limited due to the fact that the data provided from the system-wide project team has been not been adequate for long term planning. This document represents our first comprehensive attempt to define local work packages and teams.

1.3 Summary of Work Packages The local project will require a wide array of efforts, including:

reorganizing central campus units around the new model for shared service delivery;

developing new technical and functional business processes in support of transactional human resources, payroll, and benefits services;

data cleanup, mapping and migration;

development of application integration functionality between UC Santa Cruz and UCOP systems, and;

design and development of local applications, tools, and integrations for utilizing data on our campus.

This implementation plan breaks these efforts down into the following work packages, each of which will require its own leadership, detailed planning, and project management to be successful:

Local Project Management: Overall management of the local project schedule and deliverables; coordination with UC PMO, coordination and oversight of local work package teams; campus documentation and reporting; project resource, issue, and quality management; and advocacy and support for campus governance processes.

Data Conversion: Work closely with UCOP PMO and local units to plan, execute, and test the conversion and migration of campus data from the previous PPS to the new UCPath system. This work will include validating the data mapping provided by the UCOP PMO, cleansing data before, during and after the conversion process, writing scripts to test the data post-conversion, and obtaining campus sign-off on the quality of the outcomes.

Business Process Development: Planning, coordination, and execution of technical and functional service management, and changes to business processes across key functional units, including Staff Human Resources, Academic Personnel Office, Financial Affairs, Benefits, and Information Technology Services, in response to requirements for using the new


UCPath system and working with the UCPath Center. Rather than implementing all business process changes in every campus unit (which will be the responsibility of managers of each unit), this work package pursues and resolves those changes that are required for the Phase 1 implementation and intersections between the UCPath Center and central offices at UCSC. Examples include analysis and development of functional reports, development of new processes (such as absence management, position management, and development of a new HR-centric department organizational tree structure), as well as the transformation of existing processes, such as personnel actions. In addition, this team will work with UCSC Labor Relations to resolve any issues that are of interest to local labor unions.

Technical Infrastructure, Support, and Data Management: Each campus will require technical infrastructure and operational processes to support interfaces between campus applications and the UCPath system. This includes data transfer architecture, local Operational Data Store (ODS) environments, and supporting processes to sustain local operations and data management. This team will provide analysis, architecture, design, coding, testing, initial deployment, ongoing maintenance and oversight for technical infrastructure of ODS data. The focus will be on the technical architecture of the ODS, working with other work package teams to support the actual integrations with this new system. This team will also define and implement governance and service models for ongoing access and support of this critical system.

Integrations and Development: Planning, development, testing, and implementation of integration services between those local enterprise applications not addressed in other work packages and the UCPath. This group will determine and implement optimal architectures for a variety of integrations, including: HCM-direct, ODS-DWH, ODS-campus systems, DWH-campus systems, and Identity Management. This Work Package will also coordinate with the Technical Infrastructure, Support and Data Management team to define and manage any work that is required to develop and adapt the campus Data Warehouse to the new environment (e.g., development of new universes, reporting changes, and other downstream interface work).

General Ledger / Financial Systems: Plan, develop, test, and implement technical integrations for finance-related data and attributes (e.g., accounting, costing, budgeting, staffing, and fund management) between campus financial systems and the UCPath system. This work includes intensive contributions to system-level design teams, including the User-Facing Funding Interfaces, High Volume Funding Redistribution, Labor Ledger, Budget Data Exports & Encumbrances, and Configuration and Account Mapping. It will also include large-scale local efforts, including the campus-level work


to support these system-level efforts, which may potentially include the design and development of local “shadow systems,” or reconfiguration / enhanced development of existing systems (for example, a local Labor Ledger may required, which might be accommodated using the existing Banner application, or may require development of a new local tool). This team will also be responsible for identifying, any new local business processes required, and coordinating with the Business Process Development and Functional System Design and Training teams in developing processes and training end users.

Bi-Weekly Pay / Time and Attendance Systems: Analyze, design, and implement adaptations to time and attendance systems and tools, including: alternate methods of entering time-keeping into UCPath; establishing new, separate bi-weekly work weeks; and holiday schedules and eligibility/factor accrual/overtime calculations for all employee populations. This work includes the transition to bi-weekly pay, reconfiguration of existing time and attendance systems, and may include the development of new data elements for use in the CruzPay system, as part of the interface with the UCPath system. In addition, this team will work with UCSC Labor Relations to resolve any issues that are of interest to local labor unions.

Change Management and Campus Communications: Work with affected campus units to ensure that they have change management plans in place to assist their customers in adapting to new processes and policies. Work with the Functional System Design & Training and Business Process Development work package teams to incorporate training processes and materials into communications with campus units, to ensure a seamless change experience (“Here’s what’s changing, and here’s how you complete the new process.”)

Manage communications to the Strategic Advisory Committee (SAC), campus units, and end users, with the goal of empowering functional offices to manage change and minimize impacts to local units and staff. Bring feedback, issues, and analysis of change impacts from the SAC to the Steering Committee.

Coordinate and disseminate outward-facing messages that result from campus implementation decisions. Create and maintain campus communication tools, including web sites, collaboration tools, and other mechanisms as necessary.

Functional System Design and Training: Working with UCOP PMO and consultants, design and configure UCSC’s implementation of data elements within established system data standards. Examples of the kinds of functional data to be handled include physical locations of staff, and campus organizational structures and reporting relationships. This work will include:

o Analyzing system-level decisions about data elements and how they apply to our campus


o Leading dialogues with central offices and key stakeholders to reach campus-level decisions about data elements and structure

o Working with the Data Conversion team to develop and implement plans for obtaining, migrating, and entering data elements

o Testing, documenting, and communicating new data structures to internal teams and campus constituencies

o Designing and providing training for multiple types and levels of users of the new system, and working with the Change Management and Campus Communications Team to integrate training into change management efforts for local units.

QA and Testing Coordination: This project will require extensive testing and quality assurance efforts, focused on a broad variety of subjects ranging from data accuracy, to technical development, to functional process work. Testing activities will be both centrally and locally managed, often requiring concurrent test plans to be in place and well-coordinated. To ensure readiness, accuracy, and consistency in approach, this team will work with UCOP PMO and all relevant Work Package teams to schedule, coordinate, and oversee testing activities during the critical November through May period. Success of this team will rely heavily on materials and processes developed by UCOP PMO, and will remain adaptable to make sure that UCSC is ready to participate in all testing activities.

Local “Tiger Teams”: Subject matter experts (SMEs) and project team leadership will assemble, manage, and retire ad hoc Tiger Teams as needed to address cross-cutting critical issues as they arise. As unexpected issues arise, a Tiger Team consisting of local SMEs will be assembled to analyze the impact of the new work, and either assign it to an existing work package team, or execute directly. This will allow the project team to make informed decisions about the relative priority of unanticipated work, and schedule resources accordingly. Work package deliverables will be identified and assigned according to issues as they arise. The UCSC Project Manager will identify issues that require the assembly of a Tiger Team, and will designate a Work Package Team lead. Tiger Teams will work with the Project Manager to define deliverables and timeline, and prioritize the work in relation to other Work Packages.


2 Implementation Work Packages and Scope

2.1 Work Packages This section provides summary-level definitions of the “Work Packages” identified for a successful implementation. The descriptions and estimates are preliminary, based on our best analysis of the project at this point. Each Work Package Team will be responsible for developing and maintaining more detailed planning, which may result in revised resource estimates. Further, this additional planning may highlight priority conflicts and resource shortages, which will then be escalated to the Steering Committee for resolution.

2.1.1 Local Project Management

Overall planning and management of the local project schedule and deliverables; coordination with UC PMO, coordination and oversight of local work package teams; campus documentation and reporting; project resource, issue, and quality management; and advocacy and support for campus governance processes.

2.1.2 Data Conversion

Work closely with UCOP PMO and local units to plan, execute, and test the conversion and migration of campus data from the previous PPS to the new UCPath system. This work will include validating the data mapping provided by the UCOP PMO, cleansing data before, during and after the conversion process, updating campus data to match systemwide standardizations, writing scripts to test the data post-conversion, and obtaining campus sign-off on the quality of the outcomes.

Work Package Deliverable Work Products/Description

Preliminary Data Analysis Provide UCOP PMO with preliminary data analysis for use in developing system-level data mapping.

Validate Conversion Approach Evaluate whether OP's overall strategy will work for UCSC and the way we use PPS. Examples include: Active vs. Hanging Appointments, Converting historical appointment data, Use of a particular data field with PPS for UCSC only,

Adhere to UCOP PMO Conversion Project Plan

Manage team deliverables in accordance with UCOP PMO conversion project plan. Notify UCOP Conversion Lead if local work efforts will negatively impact system wide conversion schedule,

Data Mapping Review Review data mapping schemas provided by UCOP PMO to ensure accuracy and identify errors and concerns in how local campus data is represented.

Additive Data Element Integration Identify data elements that UCSC wants included (e.g. building locations, supervisor data, etc.), and develop integration processes for inclusion in the data conversion process.

Data Conversion Validation Accessing the “Conversion Instance,” review UCSC data in support of monthly data conversion programs run by UCOP PMO. Use audit and error reporting tools, including the development of local testing scripts, to identify sources of data


errors and program logic, and clean / adapt data accordingly.

Data Cleanup and Local Communication

Work with local data entry units to identify and correct the root causes of data errors as they emerge. Train local data preparers in new practices and data standards required to ensure effective data conversion at go-live. Design and implement programmatic updates to PPS data as needed This will include verifying that previous data errors have been corrected in future data conversion cycles.

2.1.3 Business Process Development

Planning, coordination, and execution of technical and functional service management, and changes to business processes across key functional units, including Staff Human Resources, Academic Personnel Office, Financial Affairs, Benefits, and Information Technology Services, in response to requirements for using the new UCPath system and working with the UCPath Center.

Rather than implementing all business process changes in every campus unit (which will be the responsibility of managers of each unit), this work package pursues and resolves those changes that are required for the Phase 1 implementation and intersections between the UCPath Center and central offices at UCSC.

Examples include analysis and development of functional reports, development of new processes (such as absence management, position management, and development of a new HR-centric department organizational tree structure), as well as the transformation of existing processes, such as personnel actions. In addition, this team will work with UCSC Labor Relations to resolve any issues that are of interest to local labor unions.


Detailed “Living” Project Plan Develop and maintain a detailed project plan that describes each of the deliverables, estimates resource needs and timeline, and provides a framework for status reporting and issue escalation.

Business Process Analysis Create and maintain an inventory of affected business processes, including: changes from current processes, where each process will live (UCPath Center or local campus), impacts to campus units and end users, associated issues and concerns, and recommended mitigations and approach. Work with UCSC Labor Relations to resolve issues with local labor unions.

Development of New Business Process

Based on the functionality of the new system and UCPath Center, work with key functional offices to: establish governance bodies and processes; support decisions on process ownership and design; work with SAC to analyze and mitigate impacts; develop new business processes; and develop documentation and training resources (for both new and existing/changed processes) as needed.

Functional Area Change Management

Develop and execute a plan to work regularly with leadership in key functional areas (Payroll, APO, SHR) to set and manage expectations, provide current information on processes, develop campus wide implementation plans (to empower local units to implement changes and train their users), and serve as ambassadors to describe changes to key stakeholders and campus clients.

Functional Reporting Needs for Campus Units

Identify what reports are needed, identify best methods for producing and delivering reports, work with UCPath Center or UCOP PMO to provide requirements for centrally-produced reports, and develop local mechanisms for delivering non-central reports from the ODS, DWH, or other systems.


2.1.4 Technical Infrastructure, Support, and Data Management

Each campus will require technical infrastructure and operational processes to support interfaces between campus applications and the UCPath system. This includes data transfer architecture, local Operational Data Store (ODS) environments, and supporting processes to sustain local operations and data management.

This team will provide analysis, architecture, design, coding, testing, initial deployment, ongoing maintenance and oversight for technical infrastructure of ODS data. The focus will be on the technical architecture of the ODS, working with other work package teams to support the actual integrations with this new system. This team will also define and implement governance and service models for ongoing access and support of this critical system.



Technical and Functional Architecture

Analyze technical designs, tools, and data transfer architecture provided by UCOP PMO, and develop a local design for implementing systems and processes and identify costs for initial deployment and ongoing support.

Implement Data Transfer Infrastructure

Standup and maintain data transfer architecture for feeding outbound UCPath data to campus hosts via a direct interface and to the local ODS. Provide a means to send Inbound data to UCPath from campus systems. This includes: creation of file exchange sub-directory structure, file naming conventions, selection of data transfer or sharing utilities, functional user ids, between local systems a data access security model for data at rest / in transient), implementation of backup processes and server monitoring.

Implement ODS & Infrastructure Standup and maintain local ODS(s) for Dev, SQA and Production environments. includes: database creation, the design, code, & test of the loading programs and process automation, creation of database user ids and security access model, implementation of database backup processes and server monitoring

Implement Toolset for ODS to Local Interfaces

The existing extraction toolset/environment on PPS will no longer exist. The development team will evaluate and select from available software tools and platforms an Extraction, Transformation, and Load “ETL” toolset for extracting from the local ODS for local interfaces. The selected toolset environment will be built out. We will provide toolset technical training where materials / resources are available. We will develop local functional/technical standard interface specification templates and adapt ITS Software Development Lifecycle (SDLC) for use by the Integration & Development Team. We will adopt the ITS standard ITR - Change Request option for tracking ODS local extraction requests. Completion of this deliverable allows development to provide data feeds to the local Data Warehouse and other local applications, based on business needs,

Implement Web Services for Identity Management

The technical infrastructure for real time communications via OSB between the local Identity Management (IdM) system and UCOPʼs central IdM interface application will need to be researched, specified and provisioned. The fallback for this deliverable is to stay with a flat file solution.

Establish ongoing support processes

Define service levels, roles and responsibilities for ongoing support of the local ODS. Design and implement disaster recovery solutions based on Information Systems 3 (IS-3) system rating. Design processes that account for future changes to ODS data schema for building local history and archival. Create governance and data stewardship mechanisms for the data in the local ODS.


2.1.5 Integrations and Development

Planning, development, testing, and implementation of integration services between those local enterprise applications not addressed in other work packages and the UCPath. This group will determine and implement optimal architectures for a variety of integrations, including: HCM-direct, ODS-DWH, ODS-campus systems, DWH-campus systems, and Identity Management.

This Work Package will also coordinate with the ODS and Data Management team to define and manage any work that is required to develop and adapt the campus Data Warehouse to the new environment (e.g., development of new universes, reporting changes, and other downstream interface work).


Current Systems Inventory Provide UCOP PMO with an inventory of systems that currently consume data from the existing PPS application, and analyze how that data is obtained, processed, and utilized. This work includes interviewing campus stakeholders to understand their requirements and how this data is being used.

Interface Analysis and Resource Estimation

Participate in UCOP-led analysis of the Current Systems Inventories from all campuses, with the goal of identifying common requirements and campus-specific (unique) needs. Utilize the UCOP Resource Estimation Tool to analyze proposed interfaces against current interfaces, ensuring no gaps. Estimate resource needs for local design, build, and testing of UCSCʼs interfaces to the UCPath system.


Functional Design Specifications Review and analyze specifications provided by UCOP PMO to ensure that UCSCʼs needs are adequately represented, and that the document is complete enough for local interface design to begin. Develop local functional design specifications that capture business/system needs, data use, and test plans.

Identity Management Planning, central IdM system interface specification, local IdM specification, design, development, testing, and implementation of local and systemwide identity management systems for the purposes of authentication of users of the UCPath system. Includes provisioning, maintenance of identity management attributes, and decommissioning of identity information.

Local Technical Specifications Based on system-level and local level Functional Design Specifications, develop local technical specifications to define changes to UCSC systems and processes.

Local Implementation Develop and test integrations and changes to local systems based on the Local Functional and Technical Specifications, in preparation for Systems Integration Testing with UCOP, which begins in November 2012.

2.1.6 General Ledger / Financial Systems

Plan, develop, test, and implement technical integrations for finance-related data and attributes (e.g., accounting, costing, budgeting, staffing, and fund management) between campus financial systems and the UCPath system. This work includes intensive contributions to system-level design teams, including the User-Facing Funding Interfaces, High Volume Funding Redistribution, Labor Ledger, Budget Data Exports & Encumbrances, and Configuration and Account Mapping.

It will also include large-scale local efforts, including the campus-level work to support these system-level efforts, which may potentially include the design and development of local “shadow systems,” or reconfiguration / enhanced


development of existing systems (for example, a local Labor Ledger may required, which might be accommodated using the existing Banner application, or may require development of a new local tool).

This team will also be responsible for identifying any new local business processes required, and coordinating with the Business Process Development and Functional System Design and Training teams in developing processes and training end users.


General Ledger / Financial Management Design

Participate in UCOP-led design and requirements gathering sessions for the five main components of the General Ledger / Financial Management aspect of UCPath.

Functional Design Specifications Based on requirements gathering and design work, participate in UCOP-led construction of functional specifications.

Local Design and Implementation Plan

Based on final specifications at the system level, the local team will develop plans to adapt UCSC systems and practices to interface with the UCPath system.

Integration with other Work Package Teams

Collaborate with other Work Package Teams to integrate finalized specifications/processes into larger Data Integration, ODS, Business Process Development and Functional System Design & Training work packages.

Local Implementation In collaboration with the Data Integration and ODS teams, build and test interfaces, adapt local processes, and resolve local issues (including creation and testing of shadow systems if necessary). This work must be completed in coordination with system integration testing beginning in November 2012.

Business Process Support In collaboration with the Business Process Development and Functional System Design and Training teams work with local units and end users to ensure a smooth transition to new processes and procedures with the new system. This will include development of local training.

2.1.7 Bi-Weekly Pay / Time and Attendance Systems

Analyze, design, and implement adaptations to time and attendance systems and tools, including: alternate methods of entering time-keeping into UCPath; establishing new, separate bi-weekly work weeks; and holiday schedules and eligibility / factor accrual / overtime calculations for all employee populations.

This work includes the transition to bi-weekly pay, reconfiguration of existing time and attendance systems, and may include the development of new data elements for use in the CruzPay system, as part of the interface with the UCPath system. In addition, this team will work with UCSC Labor Relations to resolve any issues that are of interest to local labor unions.



CruzPay Expansion Strategy Identify and evaluate options for expanding the CruzPay system to serve all campus employees, as well as identifying which (if any) additional campus time and attendance systems will need to continue to be maintained. This includes the incorporation of any new or adapted data elements required for integration with the UCPath system. Develop a clear strategy that defines both process and technical changes needed, to minimize the number of interfaces needed and the amount of manual entry required.

Strategy for Transition to Bi-Weekly Pay

Develop a strategy for converting existing non-exempt employees to a campus bi-weekly pay cycle within PPS the CruzPay system (based on the CruzPay Expansion Strategy)


and any remaining time & attendance systems.

Execute Changes to PPS and Campus Time & Attendance Systems

Based on the identified strategies, develop and implement a plan to make all necessary technical and process changes to CruzPay and additional time & attendance systems. Minimize impacts to end-users.

Communication, Change Management, Training, and Transition Programs

Develop and execute plans to provide communication, change management, training, and transition support for end-users and managers affected by the transition to bi-weekly pay cycles and/or into CruzPay. Work with UCSC Labor Relations to resolve issues with local labor unions.

2.1.8 Change Management and Campus Communications

Work with affected campus units to ensure that they have change management plans in place to assist their customers in adapting to new processes and policies. Work with the Functional System Design and Training and Business Process Development Work Package teams to incorporate training processes and materials into communications with campus units, to ensure a seamless change experience (“Here’s what’s changing, and here’s how you complete the new process.”)

Manage communications to the Strategic Advisory Committee (SAC), campus units, and end users, with the goal of empowering functional offices to manage change and minimize impacts to local units and staff. Bring feedback, issues, and analysis of change impacts from the SAC to the Steering Committee.

Coordinate and disseminate outward-facing messages that result from campus implementation decisions. Create and maintain campus communication tools, including web sites, collaboration tools, and other mechanisms as necessary.


Form Strategic Advisory Committee

Design a campus advisory committee representative of key stakeholders to provide feedback on project implementation, identify risks and challenges, carry project messages to their units, and act as change agents for affected users. Identify appropriate campus representation.

Facilitate Strategic Advisory Committee

Develop committee charge, processes, and agendas, and facilitate committee meetings. Work with SAC in the development and execution of communication and change management efforts for affected campus units to ensure a seamless transition to the UCPath System, UCPath Center and impacted redesigned campus business processes.

Local Project Website Build and maintain a project website to provide current information about the project, upcoming changes, and related news to the UCSC community.

Campus Messaging Craft and disseminate active important project communications to key constituencies and/or the campus at large. Repackage messages and updates from the UCOP PMO for campus consumption, and develop UCSC-specific communications about project status, changes, and impacts.

Local Change Management Planning

Work with affected local units and the Functional System Design and Training, and Business Process team to develop and implement change management plans to set expectations among end users, adapt local business process as necessary, and generally ensure a smooth transition to the new environment. Through participation at weekly work package team meetings, gain an understanding of other project efforts that will impact campus change.

2.1.9 Functional System Design and Training

Working with UCOP PMO and consultants, design and configure UCSC’s implementation of data elements within established system data standards.


Examples of the kinds of functional data to be handled include physical locations of staff, and campus organizational structures and reporting relationships. This work will include:

Analyzing system-level decisions about data elements and how they apply to our campus

Leading dialogues with central offices and key stakeholders to reach campus-level decisions about new data elements, structures, and access mechanisms

Working with the Data Conversion team to develop and implement plans for obtaining, migrating, and entering data elements

Testing, documenting, and communicating new data structures to internal teams and campus constituencies

Designing and providing training for multiple types and levels of users of the new system, and working with the Change Management and Campus Communications Team to integrate training into change management efforts for local units.


Discovery and Design Sessions Participate in UCOP-led discovery and design sessions. This included analysis of current system configuration, requirements gathering, gap identification, issue identification, and creation of a conceptual design document.

Gap Analysis Review the findings from the Discovery and Design sessions and analyze key gaps and parking lot issues to determine the level of anticipated local campus impact.

Conference Room Pilots Attend UCOP-led sessions to review and validate configuration recommendations from the Discovery and Design sessions. Identify remaining gaps and required changes to local business process.

Local Data Element Analysis and Implementation Plan

Based on system functionality and design, analyze local needs for additional data elements (e.g. physical location, supervisor, and department structure), and develop recommendations for key stakeholder / campus unit validation. Draft an implementation plan(s) that identifies sources of new data elements, required changes to business processes, any risks and issues associated with entering and maintaining this data, and mechanisms for loading into the UCPath system (both the initial transfer and ongoing operational procedures).

Initial Data Transfer(s) Execute the implementation plan, including the successful initial transfer of new data elements into the UCPath system.

Liaison with Business Process Development Team

Work closely with the Business Process Development team to integrate findings into local campus business process development and ongoing operations.

Training Programs for UCPath and related systems

Work closely with UCOP PMO and the Change Management and Campus Communications Work Package team to develop training materials for campus units. This deliverable is limited in scope, and functional units will be responsible for providing training to their end users. This team will A) adapt training materials provided by UCOP PMO for use on our campus, B) conduct “train the trainer” sessions with designated trainers from local units, and C) develop “Training Program Development Guides” for use by local units in identifying and meeting additional training requirements specific to their areas.

2.1.10 Quality Assurance and Testing Coordination

This project will require extensive testing and quality assurance efforts, focused on a broad variety of subjects ranging from data accuracy, to technical development, to


functional process work. Testing activities will be both centrally and locally managed, often requiring concurrent test plans to be in place and well-coordinated. To ensure readiness, accuracy, and consistency in approach, this team will work with UCOP PMO and all relevant Work Package teams to schedule, coordinate, and oversee testing activities during the critical November through May period. Success of this team will rely heavily on materials and processes developed by UCOP PMO, and will remain adaptable to make sure that UCSC is ready to participate in all testing activities.


Schedule of Testing Activities Develop and maintain an overall plan / schedule that outlines all known testing activities at the system and local levels. Identify participating team(s) for each activity, and track their readiness in advance of scheduled tests.

Oversight for Work Package Test Preparation

Work with local Work Package teams to prepare for testing activities, including: ensuring that they have received current preparation materials from UCOP PMO; verifying that teams have local test plans in place well in advance of testing activities; providing tools or guidelines to ensure a consistent testing approach across teams; and assisting in resolution of issues or dependencies that may impact testing.

Reporting on Quality Assurance and Testing Outcomes

Track outcomes from testing and evaluate whether results met quality expectations. Provide feedback and guidance for future tests as appropriate. Report to Steering on high level outcomes of testing activities.

2.1.11 Local “Tiger Teams”

Subject matter experts (SMEs) and project team leadership will assemble, manage, and retire ad hoc Tiger Teams as needed to address cross-cutting critical issues as they arise. As unexpected issues arise, a Tiger Team consisting of local SMEs will be assembled to analyze the impact of the new work, and either assign it to an existing work package team, or execute directly. This will allow the project team to make informed decisions about the relative priority of unanticipated work, and schedule resources accordingly.

Work package deliverables will be identified and assigned according to issues as they arise. The UCSC Project Manager will identify issues that require the assembly of a Tiger Team, and will designate a Work Package Team lead. Tiger Teams will work with the Project Manager to define deliverables and timeline, and prioritize the work in relation to other Work Packages

2.2 Out of Scope Deliverables that are out of scope for this implementation plan include:

Staff retention planning / implementation for the project period

Planning, analysis, and execution of UC systemwide deliverables

Identification, negotiation, and resolution of labor issues that are deemed to have systemwide impact

Enhancements to local processes or systems not required for UCPath implementation


Business process changes within individual units/divisions regarding internal design and implementation or are impacted by campus wide and systemwide UCPath systems

Update or decommission non-integrated local “shadow” systems which use PPS data elements


3 Implementation Plan

3.1 Approach and Methodology With the acceptance of this implementation plan, the project team will reorganize and adopt adjusted approach strategies, including:

Revised Project Team Structure: Project team members will be assigned to one or more work package teams, each of which will have an assigned Work Package Lead. Current standing project teams (e.g. the Core Project Team and Integrations Team) will be retired in favor of individual work package teams, with a standing Project Coordination Team consisting of the Local Project Manager and all Work Package Leads.

Tiered Project Management: Project management roles (planning, scheduling, issue tracking, status reporting, and so on) for each work package will be delegated to Work Package Leads (see Section 4 – Organization and Staffing). This will free the Local Project Manager to focus on such critical functions as:

o Maintaining lines of communication with the UC PMO, including facilitation of bi-directional status reporting and fulfilling requests for information

o Coordinating and phasing work across the work packages

o Providing oversight / review of work package plans and estimates to ensure consistency and accuracy

o Consulting with management for the key campus units involved with this work to maintain commitment, ensure continued resource availability, demonstrate the value of staff assignments, and ensure that their requirements are addressed

Tiger Teams: The tiered project management structure and inherently unpredictable nature of this work ensure that new issues will emerge, requiring immediate attention from whichever resources happen to be subject matter experts on the given topic. When such issues arise, the project manager will identify and charge a “Tiger Team” to organize and execute the work. This structure will allow for ad hoc planning of deliverables, timelines, and integration with other work. It will also provide a framework for defining risks, issues, and impacts to other project teams, as their resources are drawn away for urgent work.

Revised Governance Reporting: This structure will allow the Local Project Manager to organize status, issue, and resource reporting to the UCPath Steering Committee (and Executive Steering Committee as necessary) around the defined work packages. Dashboard reporting provided by the Work Package Leads will present snapshot views, with the ability to drill


down for additional information upon request. Further, this will facilitate addressing new issues as they arise, as the Project Manager will have a framework for recommending to the Steering Committee that new issues be assigned to existing teams, or creating a new Tiger Team.

3.2 Project Timeline It is important to note that the following are planning estimates: work package teams will be responsible for additional planning in their areas, along with maintenance of ongoing project plans throughout the duration of the work.

ID Task Name Start Finish Peak Effort (H/M/L)

1 Local Project Management Underway Dec 2013 H

2 Data Conversion January 2012 June 2013

Preliminary Data Analysis 1/1/12 2/15/12 L

Validate Conversion Approach 1/1/12 7/20/12 L

Data Mapping Review 2/15/12 7/31/12 M

Additive Data Element Integration Mar 2012 Aug 2012 M

Data Conversion Validation 5/29/12 6/18/13 Jun 2012- Jun 2013

H

Data Cleanup/Local Communication 1/1/12 6/30/13 M

3 Business Process Development Mar 2012 Dec 2013

Detailed Project Plan May 2012 June 2012 L

Business Process Analysis Mar 2012 Nov 2012 M

Development of New Business Process Nov 2012 July 2013 Jan 2013- Jun 2013

H

Functional Area Change Management Nov 2012 Dec 2013 M

Functional Reporting Needs for Campus Units Nov 2012 Aug 2013 M

4 Technical Infrastructure, Support, and Data Management

March 2012 Aug 2013

Detailed Project Plan May 2012 July 2012 M

Technical & Functional Architecture Mar 2012 Aug 2012 M

Implement Data Transfer Infrastructure May 2012 May 2013 Aug 2012 – Apr 2013

H

Implement ODS & Infrastructure May 2012 May 2013 Jul 2012- Apr 2013

H

Implement Toolset for ODS to Local Interfaces Mar 2012 Aug 2012 M

Implement Web Services for Identity Management

Jun 2012 May 2013 M

Establish Ongoing Support Processes July 2012 July 2013 M

5 Integrations and Development October 2011 March 2014

Current Systems Inventory Oct 2011 Jan 2012 L

Interface Analysis & Resource Estimation Feb 2012 Apr 2012 M

Detailed Project Plan May 2012 Jun 2012 L

Functional Design Specifications Mar 2012 Sep 2012 M

Identity Management Apr 2012 Dec 2012 M

Local Technical Specifications Jun 2012 Jan 2013 Jun 2012 H



– Jan 2013

Local Implementation Aug 2012 Mar 2013 Sep 2012 – Dec 2012

H

Post Implementation Integrations Mar 2013 Mar 2014 M/L

6 General Ledger / Financial Systems May 2012 Dec 2013

GL / Financial Management Design May 2012 July 2012 May 2012 – Jul 2012

H

Functional Design Specifications Aug 2012 Sep 2012 Aug 2012 – Sep 2012

H

Local Design & Implementation Plan Sep 2012 Oct 2012 Sep 2012 – Oct 2012

H

Local Implementation Nov 2012 Mar 2013 Nov 2012 – Mar 2013

H

Business Process Support Mar 2013 Dec 2013 M

7 Bi-Weekly Pay / Time and Attendance Systems

March 2012 June 2013

Detailed “Living” Project Plan May 2012 June 2012 L

CruzPay Expansion Strategy May 2012 Aug 2012 M

Strategy for Transition to Bi-Weekly Pay May 2012 June 2012 M

Execute Changes to Campus Time & Attendance Systems

July 2012 June 2013 Sep 2012 – Mar 2013

H

Communication, Change Management, Training, & Transition Programs

August 2012 April 2013 Nov 2012 – Mar 2013

H

8 Change Management and Campus Communications

October 2011 Dec 2013

Form Strategic Advisory Committee Dec 2011 Feb 2012 L

Facilitate Strategic Advisory Committee Apr 2012 July 2013 M

Local Project Website Oct 2011 Dec 2013 M

Campus Messaging Oct 2011 Dec 2013 M

Local Change Management Development, Coordination and Execution

Oct 2011 June 2013 Nov 2012-Jul 2013

H

9 Functional System Design and Training October 2011 July 2013

Discovery & Design Sessions Oct 2011 Feb 2012 H

Gap Analysis Oct 2011 June 2012 M

Conference Room Pilots Mar 2012 Sep 2012 M

Local Data Element Analysis & Implementation Plan

Mar 2012 July 2012 M

Initial Data Transfer(s) June 2012 Oct 2012 Jun 2012 – Oct 2012

H

Liaison with Business Process Development Team

Mar 2012 June 2013 M

Training Programs for UCPath and Related Systems

Mar 2013 July 2013 Mar 2013 -July 2013

H

10 Quality Assurance and Testing Coordination September 2012 August 2013



Schedule of Testing Activities September 2012 July 2013 M

Oversight for Work Package Test Preparation October 2012 July 2013 L

Reporting on Quality Assurance and Testing Outcomes

November 2012 August 2013 L

11 Local “Tiger Teams” TBD TBD TBD


4 Organization and Staffing

This section describes high level roles and time allocation estimates for the various work components of the implementation plan. Please note that these are estimates only, based on information available as of May 2012. Unless otherwise specified, time percentages reflect the expected average time commitment across the duration of the activity. This means that there will be peak periods where greater time commitments are required, and slower periods where the commitment is reduced.

4.1 Project Leadership ROLE NAMES & CONTACT

INFORMATION RESPONSIBILITIES TIME

Executive Steering Committee

Christina Valentino, VC BAS Mary Doyle, VC ITS Peggy Delaney, VC P&B

Serve as local project sponsors

Provide high profile support, campus commitment and visibility for the project

Resolve resource and expectations issues between local campus and UCOP leadership

Accountable for representing and reconciling constituencies viewpoint and providing intervention to overcome organizational roadblocks

5%

Project Steering Committee

Kirk Lew, Chair Pamela Peterson AVC - SHR Greg Gaither Karen Eckert Additional members as needed for specific agenda items

Provide local project oversight, operational decision-making and direction to the Project Manager throughout the project

Provide financial and human resources necessary to effectively carry out the project

Review and approve project approach or substantive changes to the project plan that could impact deliverables

Accountable for representing and reconciling constituencies viewpoint and provides intervention to overcome organizational roadblocks

Participate in systemwide workgroups and design teams

Up to 20%

Project Manager Laurie Eppler See Local Project Management section below

100%

Advisors and Resources

Strategic Advisory Committee Provide guidance on how changes resulting from the project will be implemented in their organization

Prepare local organizations for the changes resulting from the project

Identify and advise on any emergent issues or risks to the project

5-10%


4.2 Work Package Teams

4.2.1 Local Project Management

Estimated duration: Life of the project

ROLE NAMES & CONTACT INFORMATION RESPONSIBILITIES TIME

Campus Project Manager

Laurie Eppler Provide regular status reporting and issue articulation to campus project governance, work package teams, and campus constituencies

Plan, facilitate, and document regular Project Team Leads meetings

Work with UCOP PMO to identify issues and support needs, send and receive project-level updates, requests for analysis and information, and ensure integration of overall project time lines

Provide project oversight, including risk management, issue tracking, and quality assurance

Support campus project governance through agenda planning, issue briefings, research and documentation, and other assignments as needed

100%

Work Package Team Leads

Work Package Team Leads Provide regular project updates for incorporation in overall project status reports

Participate in weekly Project Team Leads meetings with the purpose of keeping the project on track and identifying risks and issues

Manage individual Work Packages in coordination with the overall project

See individual work packages

Consultants / Subject Matter Experts

David Turner, Randy Wilson, Randy Roberts Provide issue analysis and support

Assist with project planning, management, analysis, and oversight

Recommend project approaches

Up to 10%

4.2.2 Data Conversion

Estimated duration: January 2012 through June 2013



Team Lead Grace Harter Lead work package team

Coordinate work across work package deliverables

Manage work package schedule and quality

Provide regular project updates for incorporation in overall project status reports


25%

Technical Lead Tom Lee Nicole Liebenthal (backup at 5%)

Provide leadership in the review and analysis of data conversions

Work with technical leads from data source systems to facilitate data feeds

25%

Functional Lead Diana Herrera Serve as primary functional subject matter expert for data conversion reviews

Research sources of data errors and program logic

Recommend local process / data standards changes, and train local data preparers

50%

Team Members Stacey Alvarez, Julie Putnam, Dee Steele, Abby Tromblee, Walt Eissmann, Monique Leduc, Tamara Santos, Doug Patten, Kulvinder Johl, Kimberly Register, New Hire (EFS) Admin

Participate in the design and execution of work package deliverables

5-10%

4.2.3 Business Process Development

Estimated duration: March 2012 through Dec 2013


Team Lead Stacey Alvarez Lead work package team





50%

Functional Leads Nancy Furber, Abby Tromblee (PR), Julie Putnam, Anne Scott (CruzPay), Stacey Alvarez, Walt Eissmann (GL)

Serve as process development lead in their key functional area

Participate on Work Package team

15% for duration of project. Up to 50% during peak periods

Key Functional Area Team Members

Pamela Peterson, Kirk Lew, AVC-SHR Each functional area will designate team members to contribute to detailed process design in their area

Estimated at 10% during key periods (will vary by area)

Team Members Cris Imai Participate in the design and execution of work package

10-25%


deliverables


Troy Lawson (P&B); Eric Goodman (Identity Management); Kimberly Register (Data Warehouse); Career Center; John Guertin (ODS); Laurie Eppler; Susan Fellows; APO Divisional Coordinator; Grace Harter, Cathy Schoenfeld (Liaison to Change Management team)

Serve as on-call subject matter expert to provide information about how key systems and functions will work, for the purpose of process development planning

As needed

4.2.4 Technical Infrastructure, Support, and Data Management

Estimated duration: May 2012 through Aug 2013


Team Lead John Guertin Lead work package team





25%

Technical Lead(s) Tuan Tran (ODS Loading & DWH Extract) Nicole Liebenthal (ODS Loading and all other local extracts from ODS)

Responsible for leadership in technical design and execution

Coordinate technical activities across work package deliverables

Work with other work package teams to integrate technical approach and execution

10-30% (5/ 2012 -8/2012) 30% - After Aug 2012 25%

Functional Lead Kimberly Register Serve as process development lead in their key functional area


25%

Team Members Monique Leduc Participate in the design and execution of work package deliverables

10%

Consultant / Subject Matter Experts

New Hire ODS Programmer Analyst, Matt Stout, Ken Smith, Jerome McEvoy (UCOP), Michael Swartz, (UCOP); Stacey Alvarez, Grace Harter, Abby Tromblee, Julie Putnam, Walt Eissmann, Tamara Santos, Eric Goodman

Serve as on-call SME to provide information about how key systems and functions will work, for the purpose of process development planning

5 - 80% (depending on level of work required in each functional / technical area)

4.2.5 Integrations and Development

Estimated duration: October 2011 through March 2014


Team Lead Tamara Santos Lead work package team



25%




Technical Leads Nicole Liebenthal (overall) Eric Goodman (Identity Management)

Responsible for leadership in technical design and execution



60%

Functional Leads New Hire (EFS) Serve as process development lead in their key functional area


50%

Team Members Stacey Alvarez, Grace Harter, Walt Eissmann, Monique Leduc, John Guertin, Tom Lee, Doug Patten, Tuan Tran, Kim Register, Diana Herrera, Froujke Brouwer, New Hire (EFS-Prin), New Hire (EFS-Admin), Tom Lee, Julian Field, Mark Penniman, David Wasmuth, as needed Jim Snook and Stephanie Neilsen


5-20% (depending on level of work required in each functional / technical area)

4.2.6 General Ledger / Financial Systems

Estimated duration: May 2012 through December 2013


Team Lead Monique Leduc Lead work package team





35%

Technical Lead Tom Lee Responsible for leadership in technical design and execution



60%

Functional Leads New Hire/Retiree (Controllerʼs Office), Troy Lawson, Walt Eissmann


Participate on Work

Up to 25%


Package team

Team Members Lynn Wagner (EMF), Mary Dunlap, Kirk Lew, Nicole Liebenthal, Doug Patten, Kim Register, Esmeralda Sanchez, Cindy Shook (FAO), New Hire (EFS) Prin, New Hire (EFS) Admin, FIS (P/A), Julian Field, Gilbert Solorio, Scott Hyatt


15-25%


Grace Harter, Abby Tromblee, Susie Ellestad, Divisional Research Accountant, Career Center

Serve as on-call subject matter expert to provide information about how key systems and functions will work, for the purpose of process development planning

As needed

4.2.7 Bi-Weekly Pay / Time and Attendance Systems

Estimated duration: March 2012 through June 2013


Team Lead Tamara Santos Lead work package team





50%

Technical Lead Dave Wasmuth Responsible for leadership in technical design and execution



60%

Functional Leads Joy McCauley, Abby Tromblee, Cris Imai, Diana Herrera, Dee Steele, Stacey Alvarez, Froujke Brouwer



25-50% (depending on level of work required in each functional area)

Team Members Walt Eissmann, Doug Patten, Ann Scott, New Hire (EFS-Admin), New Hire (EFS-Prin), Ericka Fleming, Esmeralda Sanchez, APO Divisional Coordinator, New Hire (SHR-CruzPay), Jim Snook, Stephanie Nielsen


Up to 25%

4.2.8 Change Management and Campus Communications

Estimated duration: November 2011-December 2013


Team Lead Cathy Schoenfeld Lead work package team


Manage work package

50%


schedule and quality



Functional Lead Stacey Alvarez Maintain project website



10%

Team Members Pamela Peterson, Kirk Lew, AVC-SHR, Laurie Eppler


5%


Tamara Santos, Grace Harter, Monique Leduc (Liaisons to their respective Work Packages), Julie Putnam, Diana Herrera, Abby Tromblee, Linda Beaston, Marian Sherrin, Professional Services Consultants

Provide advice and process recommendations on change management

Up to 5%

4.2.9 Functional System Design and Training

Estimated duration: October 2011 through July 2013


Team Lead Stacey Alvarez Lead work package team





35%

Functional Leads Grace Harter, Abby Tromblee, Julie Putnam, Stacey Alvarez



10-20% (depending on level of work required in each functional area)

Team Members Walt Eissmann, Monique Leduc , Diana Herrera, Cris Imai, others as needed


10%


Troy Lawson, Tamara Santos, Eric Goodman, Kimberly Register, John Guertin Tuan Tran, Laurie Eppler, APO Divisional Coordinator, Cathy Schoenfeld (Liaison to Change Management team)

Serve as on-call subject matter expert to provide information about how key systems and functions will work, for the purpose of process development planning.

As needed

4.2.10 Quality Assurance and Testing Coordination

Estimated duration: September 2012 through August 2013



Team Lead Laurie Eppler Lead work package team





10%

Functional Leads Tamara Santos, Monique Leduc, Grace Harter, Stacey Alvarez

Develop test plans

Coordinate testing activities with other work package teams

Contribute to QA efforts

10%

Technical Lead John Guertin Develop test plans

Coordinate testing activities with other work package teams

Contribute to QA efforts

10%

Team Members No team members are directly assigned to this work package. Team members will participate through the related work packages.

NA NA


David Turner Contribute to work package approach, planning, and coordination

As needed

4.2.11 Local “Tiger Teams”

Estimated duration: To be determined


Work Package Management

Laurie Eppler Identify opportunities for Tiger Teams

Identify appropriate Work Package team leads and membership

Define scope of work packages

Provide ongoing project oversight

TBD

Team Lead Assigned as needed Lead work package team




Participate in weekly Project Team Leads meetings with the purpose of keeping the project on track and

Up to 50%


identifying risks and issues

Functional Leads Assigned as needed Serve as process development lead in their key functional area


Up to 25%

Team Members Assigned as needed Participate in the design and execution of work package deliverables

5%


UC Santa Cruz UCPath Project Team University of California, Santa Cruz 1156 High Street Santa Cruz, CA 95064

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