© 2017 Cognizant © 2017 Cognizant
Oracle Open World- 2 October 2017
ESA Redesign @ CognizantBiswarup Barman- AVP, IT- Enterprise Applications - CognizantBill Gibbard – VP PeopleSoft Practice – Newbury Consulting
© 2017 Cognizant 2
Foundedin 1994 (CTSH, Nasdaq)
HeadquartersTeaneck, NJ
100+ GlobalDelivery Centers
~256,800Employees
Revenue$13.49B in 2016$7.21B in H1 2017
Revenue MixNA: 77.8%Europe: 16%RoW: 6.5%
Newsweek’s2015 World Green Rankings
ForbesFast Tech 25
Fortune’sMost Admired Companies Years in a Row
ForbesGlobal 2000
Fortune500
Financial TimesGlobal 500
Cognizant (NASDAQ-100: CTSH) is one of the world’s leading professional services companies, transforming clients’ business, operating and technology models for the digital era. Our unique industry-based, consultative approach helps clients envision, build and run more innovative and efficient businesses. Headquartered in the U.S., Cognizant is ranked 205 on the Fortune 500 and is consistently listed among the most admired companies in the world.
*Digital Revenue ~23% of total in 2016
It's Time for a ReDesign –Customer Success Story with ESA
Oracle OpenWorld 2017October 2, 2017
Newbury CredentialsCompany Background: • Founded 2005• 60+ consultants• Extensive US and EMEA experience
Notable Customers:Mission:
PeopleSoft HCM, Financials, Supply Chain, ESA
Oracle Cloud Talent Acquisition (Taleo)
Staffing – Consulting – Healthcare – Life Sciences – Gov’t Contracting
Help clients drive revenue, reduce cost and manage talent through optimal deployment of PeopleSoft and Taleo HCM and Financials suites
New Module Implementation, Deployments
PeopleTools Upgrades
v9.2 Application Upgrades
Managed Services / Application Support
Optimization Analysis and Recommendations
Taleo Implementations and Integrations
Offerings:
1 Business Case for ReDesign
2 Objectives
3 Scope & Approach
4 Change Management
ABSTRACT
Many customers can identify with the desire to redesign their Financials ERP solution. This client originally implemented FIN and Projects (ESA) many years ago. Business has changed over time and The organization recently took the initiative to take necessary big steps to optimize its system and business processes. This session will highlight process and system changes involving time entry, cost of labor, pricing and approvals, billing, revenue, project reporting.
Agenda
5 Conclusion/Takeaways
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Business Case
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Why ESA Redesign? The Drivers Of Change
~35K associates
2007
Growing projects & complexity
Diverse business profilesacross Industries/Services to Products/Platforms
The need for robust, scalable & flexible systems to manage the growing workforce
Growing # of strategic acquisitions
Need to integrate better with emerging businesses
Need to have enhanced financial reporting systems
Need for a stronger backbone … A Redesigned ESA!
~250K+ associates
2017
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Purpose
Transform Cognizant business processes and systems to facilitate ongoing revenue growth:
Cognizant’s business has evolved, and processes and systems are being redesigned to support this evolution.
This will also allow Cognizant to more easily acquire and integrate Companies which have greater consulting and SW footprints.
Customer/ Opportunities
Project & Contract
Setup
ResourceAssignment
Time Entry & Approval
Billing & Revenue
Project Costing &
Accounting
Management Reporting
Business Case
“Re-do” configuration from initial implementation• Project`-Contract Multi-line relationship• Reporting from Project to Contract• New Activity Structure by service lines• Source Type, Cat, Subcat
• Expansion of GL Chartfields • New PRODUCT & Flex CF1 dimension• Re-do Reporting Trees
• New Product Offerings• Capital Projects & Cost of Labor • Regulatory – New Revenue Recognition Standards
Business Case
Organic Growth• COA Redesign• Capital Project Integration• Improved Operational Reports• Delivery Self Service assignments• Retire customizations around time entry
When it was small, it was okay to be manual. But these areas have grown!
Business Case
Acquisition integration• Product IP line of business
• Sales & Revenue• Software Development
• Custom Transaction based processor • Licenses & BPO
Integrated ERP means integrating this new business into our existing ERP
ReImplement vs ReDesign
topic Functional Upgrade ReDesign ReImplementDatabase Within Within New target database
Configuration No updates Updates UpdatesConversion None None
*May be updating values so scripting and conversion-like SQL exists
Significant
Business Process Optimization optional Optimize OptimizeNew Features Uptake Uptake Uptake
Upgrade Yes Can be part of upgrade or independent
Can reimplement to latest version
PeopleTools Uptake
Can deploy latest tools including FLUID, WorkCenters, Online Analytics, Activity Guides, Related Actions, etc.
Can deploy latest tools including FLUID, WorkCenters, Online Analytics, Activity Guides, Related Actions, etc.
Can deploy latest tools including FLUID, WorkCenters, Online Analytics, Activity Guides, Related Actions, etc.
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Scope
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Program ObjectivesImprove Employee Experience Support New Businesses
• Ease administrative overhead in project creation, assignment, timesheet, and travel & expense
• Enable PeopleSoft WorkCentre allowing for a greatly enhanced user interface
• Allow anytime/anywhere access via mobile application
• Enable software and intellectual property-focused businesses
• Facilitate consulting model (i.e. smaller and shorter projects)
• Support shared services business models
R
NE
GCreate Reporting Immediacy
• Deliver financial and operating information more quickly and more frequently
Facilitate Growth
• Scale business processes to support growth
• Leverage delivered PeopleSoft functionality
• Enable new, leaner and faster features
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Functionality Impacted/Redesigned
Timesheet
GL & Management
Reporting
Projects & Contracts
Expenses
Billing and Revenue
Products Enablement
ESA Redesign
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Mobile TS – Landing Page
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ESA Redesign - Context for Quick Assignment Request
Customer/Opportunities
Resource Assignment
Project Setup
Timesheet/Entry &
Approval
Billing & Revenue
ManagementReporting
• Minimize time to assign resources to projects to enable Weekly Timesheet and Weekly P&L
• Accelerate downstream process efficiency for those currently dependent onassignment
(e.g. Travel, Assets and Facilities services provisioning) and improve employee experience)
• To maintain clean assignment statements for downstream processes & reconciliation
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System Steps: Accessing the QAR Functionality
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System Steps: Create QAR
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System Steps: Approve/Reject QAR
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Redesigned MSS Homepages- Mobile and Desktop
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Approach
Plan
•Define the scope
•Plan Discovery and Global Design phases
•Create project governance
Discovery
•Current State Business Processes and System Architecture
•Key Metrics•Future State
Requirements
Preliminary Global Design
•High Level Fit/Gap•High-level
configuration & process design decisions made
•Preliminary RICE•Change Mgmt.
Strategy•Deployment
Strategy
Detail Global Design
•Complete configuration & process design
•RICE Functional Designs
•Future State Blueprint
•Conversion, integration, reporting & security plans
Before embarking on a phased deployment approach, it is important to establish a solid global design that serves as a foundation for each deployment. The project began with a complete Discovery and Global Design phases in order to ensure that business objectives, requirements and the interdependencies between underlying data, systems and processes are fully understood and documented. This served as the basis for the selection of a deployment strategy.
Approach
Approach – Phased Deployments
Program/Project Management
Discovery
Global Detail Design
Planning
Build
Testing
User Readiness
Deploy, Support
Plan Discovery & Design
RICE Functional Designs Complete
Requirements UnderstoodHigh Level Fit
UAT Complete
Go Live
Configuration and Development Complete
System Testing Complete
Preliminary Global Design
RICE ListChange Mgmt StrategyDeployment Approach
Deployment Specific Design
RICE Functional Designs Complete
Deployment Phasesiterative and overlapping
• By Process. NOT by Module• Team
• IT BA• Accounting• Process Owners
• Onshore and Offshore• Headquarters and Global• Newbury Consulting!
• Process Experts lead to ReDesign
Time
Costing
Billing
Approach – Team Structure
DoThingsDifferently
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Change Management
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Communication Activities
• Launched site as single source for program content, including program overview, training resources and FAQs
• Launch note sent to all Cognizant employees announcing site
• Developed two videos hosted on the site – CFO and COO messages on the ESA Redesigned journey and new features
ESA Redesigned Website
• Introduced ‘Expense without Assignment’ to all of Cognizant
• Introduced ‘Project Setup Optimization’ to Project Managers, Finance and Shared Services
• Introduced ‘Shared Resource Pool’ to COOs, BU Ops, Finance and Shared Services(Communications describe what’s changing, expected benefits, and process highlights)
Targeted / Branded
Communications
• Landing page for ESA Redesigned Program featured on C2020 website, links to ESA-R website
• News item on Expense Without Assignment, Project Setup Optimization and Shared Resource Pool
• Article describing ESA Redesigned program developed for C2020 monthly newsletter
Linkage to C2020 Initiative
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Driving Change through a “Change Agent” community
Ask
Use existing list of C2020 change agents and on-going cadence
Connect 1-1 with BU Leadership to review / augment list
Finalize change agent list (preferably, SM+)
Approach
Change agent forums to share program updates Information packs on upcoming changes Social media platform (Yammer) In-person connects during roadshow events
Engagement Model
OCMTeam
CA
CA
CA
CA
CA Be an early learner of upcoming BU changes Offer input on change plans and tactics Provide feedback on UI design and layout Informally assess BU “pulse” and relay feedback Be willing to “talk up” the change, as needed
ILLUSTRATIVE
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Conclusion
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Impact & Benefitso Quicker visibility to project performanceo Improved management reportingo Ability to comply with new revenue standards (ASC-606; IFRS 15)o Tighter controls over billings, revenue using delivered, upstream processingo Quicker monthly close processo Ability to track, automate capital projectso Ability to lower total cost of ownership and increased system maintainability through removal of customizations
ESA
Delivery Excellence
Project Request/
Setup
Contract Setup
Resource Assignments
Contingent Labor
Expenses
Asset Capitalization
Management Reporting
Quicker visibility to project performance• Untie rev process from month end close• Untie revenue from billing• Provide weekly cost numbers• Better use of activity -> quicker revenue, retire significant bolt-ons (PAS, EBS)• Retire manual processes for ~10% associates whose time is not entered, approved• Utilize delivered processes for standard costing
Improved management reporting• Add Product x-field for new business• Better use of Department dimension in GL for improved reporting on vertical,
horizontal, SG&A• Provide more flexible model for "project profiling" • Retire database used for horizontal reporting• More details in PC means better operational data to BI Tool
Management Reporting!!!
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Key Takeaways and Learnings
• Prioritization• OCM• Ecosystem impact/up & downstream• Global requirements/design• Fluid/html based UX/Mobile• RM changes to support a large Professional Services Org• Role Redesign• Reimplementation vs Redesign
Investing on keeping the core Peoplesoft backbone healthy and robust- to support the Cognizant of tomorrow…
Clouds or Sun
Benefit PeopleSoft CloudGet out of hardware business
More easily stay current
Usability (click count, deployable, mobile)
User Interface (modern, intuitive, contextual)
Real time analytics
© 2017 Cognizant
Thank you