Date post: | 19-Jul-2015 |
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Upgrading PeopleSoft Financials from 8.9 to 9.2
Advice You Need to Know from an Early Adopter
Grant ChappellVNSNY– Director of Business Systems
Michael MerrillElire Partner & Strategic Roadmap Expert
Introductions
Michael MerrillElire Partner & Strategic Roadmap Expert
--16 years of PeopleSoft project management, implementation/upgrade stage lead, and module lead experience
Grant ChappellVNSNY– Director of Business Systems
VNSNY Founded in 1893, the Visiting Nurse Service of New York (VNSNY) is the largest not-
for-profit home- and community-based health care organization in the United States, serving the five boroughs of New York City and Nassau, Suffolk, and Westchester Counties, as well as parts of upstate New York
The Visiting Nurse Service of New York offers a wide range of home health care services, including medical nursing services, management of chronic conditions, and care to meet the needs of every generation, from at-risk infants to those at the end of life
Project Summary VNSNY was able to successfully upgrade GL, AM, AP, PO, and ePro from PeopleSoft
version 8.9/PeopleTools 8.49 to 9.2/PeopleTools 8.53 in just 7.5 months using Oracle’s newly released 8.9 to 9.2 path
VNSNY had only a very lean team of internal and external functional/technical resources
VNSNY was also able to successfully maximize the use of a non-full time external PeopleSoft Admin/Upgrader resource
Project Objectives Pair Elire consultants with VNSNY staff so that VNSNY staff can expand their already solid knowledge base to
include the new features and technologies of the 9.2 application/tools 8.53 release
Evaluate and analyze the many new features Oracle has added since version 8.9 which could result in
cost savings,
productivity gains, and/or
decreased error rates
Remove non-value add customizations
Improve service where appropriate and deliver increased end user value
Project Methodology
The phases which represent key transition points in the project life cycle of our Elire Success DeliveredTM upgrade methodology are illustrated below
Plan Phase
Elire and VNSNY used a series of well organized meetings and gate reviews to ensure entrance and exit criteria for the various phases are satisfied
Gate Kick Offs are critical parts of the Elire Success DeliveredTM methodology and were held at the beginning of key phases to allow for a detailed review of
Roles and responsibilities for the particular phase
Deliverables for the particular phase
Process flows and procedures for the particular phase
Fit Gap
During Fit Gap we worked to understand the capacity the project could take on so that scope could be properly categorized into core and variable scope
Core Scope: Basics required to upgrade to 9.2 – the project’s primary goal
Variable Scope: Additional scope which would lead to an enhanced future state – things to tackle while “the hood is open” – which won’t jeopardize the project’s timeline and milestones
Fit Gap
The following were reviewed, in a series of facilitated working sessions involving the Client IT and Business representatives to set the approved Project Scope
Current State
Although a formal Current State document was not produced, it was helpful to begin the facilitated Fit Gap sessions with a walk through of key business process to ensure all resources were on the same page prior to determining the Fit/Gap of that process
Compare Report Analysis
Determined which customizations would carry forward
New functionality or functionality that was previously available but unused
The first priority was high-impact features and functionality or low-hanging fruit: features that are easy to implement and do not fundamentally change established business processes
Fit Gap
All details of the Analysis were compiled in a Solution Deliverable as shown in the below example for the New Features tab
Allowed for all Compare Report, New Feature, and Wish List/Work Request Enhancement details to be stored in one place
Captured overview information, priority, cost/benefit, and other pertinent information
Fit Gap
Following the completion of the Fit Gap, leadership reviewed the following to determine the official project scope:
The business priority of all core and variable scope items
A high-level cost benefit analysis of all core and variable scope items
The project’s FTE capacity
The project milestones
Reapplication / Configuration
Reapplication of existing customizations and development efforts were tracked via a Development Tracker
Test Moves
The project used a series of Test Moves to perfect the upgrade process and build consensus for the production upgrade
The three major technical phases included:
The Initial Pass
The first pass was used to create the DEV environment
The Test Move to Production Passes
After completing the Initial Pass, the project conducted three Test Moves
With each iteration we perfected the process and prepared to go live
The Final Move to Production Pass
In the Final Move to Production Pass, the most recent successful output of the Test Move to Production Pass (generally UAT) was the Source
Success Delivered
The Elire project model for PeopleSoft upgrades works very well. The key components of the model are: high quality consultants, robust artifact requirements, well defined phase objectives and Elire senior leadership oversight. The Elire consultants were some of the best I have worked with, I would recommend them without reservation. The Elire documentation requirements and phase objectives complimented and supported each other. The Solutions Requirements Deliverable document was the bedrock of the project and used repeatedly by the team. All of the above comes together through the strong project oversight of Elire Senior leadership. Senior leadership set the stage for each project phase and constantly monitored progress/issues. In closing, I highly recommend Elire for PeopleSoft upgrades.
–Grant Chappell, Director of Business Systems, Visiting Nurse Service of New York