CP-077 Customer Spotlight: SAIC Scaling for the … SAIC - Scaling for the...CP-077 Customer...

CP-077Customer Spotlight:SAIC – Scaling for the Enterprise - Upgrading to Costpoint Version 7.1.1

Presented by:

Virginia Rice, SAIC

Kelly Nighland, Lexell Blue

Jami Benson, Lexell Blue

Agenda

11/24/2015

Introductions – Lexell Blue and SAIC

SAIC Perspective

How Did We (SAIC) Get Here?

Where Are We Now?

New Implementation Perspective

New Implementation Challenge

Implementation Phases

Project Timeline FY17

Team Composition

Implementation Partner

Deltek 2015 Confidential

Agenda (cont.)

11/24/2015

Lexell Blue Perspective

Data Conversion Approach

Data Conversion Flow

Data Plan Groupings

Restructure Data Using Crosswalks

Apply Rules/Logic

Load with Data Files

Archiving Data Strategy

Phased Go Live Approach

Managing the Project

Things to Consider


Introductions – Lexell Blue

11/24/2015

Lexell Blue, LLC headquartered in Northern Virginia

Comprised of four partners and a team of consultants with extensive experience with the

Deltek GovCon suite of products

Costpoint consulting services

CP / TE Implementations including Project Manufacturing

Data Migration, Merges, Restructures, and Splits

Extensibility

Interfaces

Reporting

Product Installations

Product usage assessments


Introductions - SAIC

11/24/2015Deltek 2015 Confidential

How Did We (SAIC) Get Here?


When “new” SAIC split from “old” SAIC (remaining legal entity renamed Leidos) in the middle of our

FY14 (ending January 2014), we implemented a new company organization and business model

We brought with us heavily customized and outdated versions of Costpoint (6.1), Time and Expense

(8.1.1) and a customized enterprise data warehouse

We were encumbered by volumes of data that were no longer required and business processes that

no longer met the requirements of our company

But we also brought with us a smart, dedicated and creative Finance and IT team that wanted to be

able to effectively support the new business model

And so in response to strong guidance from executive and ITO management, we embarked on an

ambitious Finance Modernization Project, which includes a Costpoint/T&E re-implementation…

Where Are We Now?

11/24/201

5Deltek 2015 Confidential

We spent the remainder of FY14 establishing new functional organizations, making small business

process improvements, and getting ready for our first year-end close as a separate company

In FY15 (ending January 2015)

Began a serious scrub of our customizations, focusing first on T&E

Identified business process changes that could be made concurrently with a T&E upgrade

Upgraded from T&E 8.1.1 to T&E 9.0.1

Started a comprehensive BPR effort in preparation for the Costpoint/T&E re-implementation

Where Are We Now? (cont.)


In FY16 (ending January 2016)

Performed an analysis of core Costpoint elements, including the risk/benefit of every change

Documented a disposition path for each Costpoint and remaining T&E customization

Completed designs for the new Costpoint 7.1.1 / T&E 9.0.1 implementation and for the conversion

of data

Started testing our business process changes, designs, conversion, and system functionality

Began to integrate our project activities and timelines with three other inter-related projects

Human Capital Management (HCM Project) which includes a PeopleSoft upgrade

Reporting and Analytics (RAI Project)

Integration of Scitor (acquired May, 2015) into all of our core systems

We’re ¾ of the way through FY16, focused on implementation at the start of FY17 (Jan/Feb 2016)

New Implementation Perspective


SAIC decided to re-implement rather than upgrade

Provided us with the flexibility to make more substantial changes

Restructure core elements (Project, Account, Org, Security) as needed

Redesign where necessary to support changes in our business model and take advantage of

new functionality in CP 7.1.1

Implement improvements based on our business process reviews and implement industry

standard practices where possible

Minimize customizations and use standard functionality to reduce maintenance time, cost and

risk

Archive excess historical legacy data not required on a go-forward basis

New Implementation Challenges


Our decisions to re-implement and to make changes to some core elements also created

challenges

Extensive mapping to properly convert data consistently across all modules

Increased testing requirements

Sufficient history to support billing (including retroactive rate changes), project reporting,

audit, and day-to-day business activities

Significant impacts to the RAI team responsible for concurrently designing reports and data

repositories

Increased impacts to upstream and downstream users, interfaces and other systems

Increased training and OCM requirements

Implementation Phases


Design

• BPR

• Requirements

• Analysis

• Design

Implement

• Develop

• Install

• Configure

• Convert

• Remediate

Test

• Data Validation

• Functional Testing

• End to End Testing

• User Acceptance Test

• Mock Conversion

Deploy

• Final Implementation

• Go Live

• Support

• OCM

Project Timeline – FY17


JanNovOctSepAugJulMayAprMarFeb Jun Dec

BPR, Planning

Design Reviews & Data

Conversion Planning

Validation

End to End

Mock

Go Live

Functional

UAT

Team Composition


SAIC Overall Program Manager

External Project Manager

SAIC IT Operational Lead SAIC Finance Lead

• SAIC Costpoint/T&E O&M

• SAIC Matrixed IT Support

• SAIC Functional Leads/SMEs

• SAIC Matrixed Functional Support


Data Conversion and Archiving Partner



SAIC began working with our implementation partner, Lexell Blue, early in the planning process and this was critical to our success

Based on their understanding of our requirements, LB provided us with a table by table “straw man” conversion strategy with various options in some areas

This was a valuable starting point that allowed us to consider trade-offs we could make (“pain now or pain later”) and understand better the inter-related aspects of some of our decisions

We did a lot of work between functional areas to validate and remove requirement conflicts

Ultimately, with the help of LB, we agreed upon a conversion strategy that met both our functional requirements for a go-forward system and management expectations for a simplified and unencumbered system

Data Conversion Approach


Documented table handling plan for every table in the Costpoint and Time and Expense

databases (broken down further by plan group, e.g., A/P, AR & Billing, Fixed Assets, etc.)

assigned to a functional lead and grouped by these categories

Settings Config Master Transactions Reporting

Data Conversion Approach (cont.)


Reviewed risks and obtained

table handling plan approval from

functional leads

Determined defaulting

rules for new Costpoint

7.1.1 fields

Documented conversion rules (for example

which projects would

migrate)

Developed crosswalk templates (including extracted

data) for data elements to

be transformed



Use of SharePoint

As-is/to-be processes

Design documents

Project Milestones

Approved conversion crosswalks, rules and load files

Project artifacts

Extensibility

Evaluate opportunities to leverage Extensibility

Include testing of extensions as part of each conversion cycle



Gold database

Approved tables are migrated from conversion test database(s) (not production) to Gold

database

Good candidates include where the data is typically static such as

Settings

Config

Gold is used to refresh the next test conversion database and the process repeats

thereby building Gold as you go

Data Conversion Flow

6.1 Archive

7.1.1 GOLD

7.1.1 QA

7.1.1 PRD

6.1 PRD

7.1.1 DEV

CP FLOW

9.0 Archive

9.0

TEQA

9.0 TEPRD

9.0

TE9PRD

9.0 TEDEV

TE FLOW

9.0 GOLD


Data Plan Groupings


Load as is

Do not loadLoad with data file

Default from CP

7.1.1 install

Apply rule

Apply crosswalk (XW)

Restructure Data Using Crosswalks


Lexell Blue Restructure Methodology

Ascertain which data will change

Determine all places the identifier is used and the downstream/upstream impact

Develop crosswalk of old to new values

Provide “old” crosswalk values to functional leads

Many to one mapping is acceptable, one to many is not

Identify which codes survive

Validate accuracy and completeness of crosswalks

Apply crosswalks in test database environment

Apply Rules/Logic


Where crosswalks were not applicable, rules were defined to apply filters to the data

Examples of rules include

Data driven

All records as of X date

Active records Open records

AR

AP

POs

SOs Specific list of data to convert

Rules were interdependent (e.g., Purchase orders, voucher history, etc.)

Load with Data Files


Provided load templates

SAIC completed load templates

Loaded into LB staging tables

Validated data

Loaded into Deltek tables

Archiving Data Strategy


Archive database is a full copy of production (version 6)

Objectives

Reduce volume of data

Improve response time for online queries ensuring timely access to CP production data (7.1.1)

Shorten batch processing windows

Reduce time required for routine database maintenance, backup, and disaster recovery processes

Maximize the use of current storage Meet regulatory requirements by purging selected data from the production environment and

providing secure read-only access to it

Archive as part of the upgrade to reduce the outage window required by the upgrade

Archive data is easily available and accessible

Archiving Data Strategy (cont.)


6.x

Archive

7.1.1

Production

6.X

Production

Archiving Data Strategy (cont.)


Key Decisions

The “Archive Database” will contain all data from the production Costpoint 6.x database

as of the cutoff date (go live of 7.1.1)

No interfaces or data feeds into the “Archive database” as it is a static point in time copy

of the database

Legacy EDW will be used to generate reports from the “Archive Database”

Users will be instructed that for reporting, FY17 forward will come from the production

7.1.1 database and as needed, FY16 and prior will come from the “Archive Database”.

All processing including retroactive bills, audit adjustments, etc. will be done in the

production Costpoint 7.1.1 database

Incurred cost submission reporting for years prior to FY17 will be done in the “Archive

Database”

Phased Go Live Approach


7.1.1

GOLD

7.1.1

Production

SAIC

Master

Data

SAIC

Transaction

DataSCITOR

Master

Data

SCITOR

Transaction

Data

Managing the Project


Integrated task list

Established entry and exit criteria for each phase/test

Daily team huddle

Issue tracking and escalation

Defect tracking

Internal Deltek Customer Support liaison

Training on CP 7

Cutover plan

Communication plan

Tiger Team with appropriate access

Help Desk ready

Things to Consider


Upgrade versus new implementation

Leverage the testing that will be done for upgrade to incorporate opportunities for

restructuring, process improvement etc.

Un-deployed or under-utilized modules

Future Acquisitions

Multi-company

Multi-currency

Extensibility

Web Integration

Questions & Contacts

Virginia Rice

[email protected]

Kelly Nighland

[email protected]

703.622.6550

www.LexellBlue.com

Jami Benson

[email protected]

703.608.9490

www.LexellBlue.com

Date post:	06-Apr-2018
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