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Upgrading PeopleSoft Financials from 8.9 to 9.2 – Advice You Need to Know from an Early Adopter

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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. As an early adopter, VNSNY will present a case study of how they were able to successfully upgrade from 8.9 to 9.2 in a limited time frame with limited resources and provide tips and advice on how others can achieve similar success. VNSNY was able to successfully upgrade GL, AM, AP, PO, and ePro from PeopleSoft 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.

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Upgrading PeopleSoft Financials from 8.9 to 9.2 – Advice You Need to Know from an Early Adopter

  1. 1. Upgrading PeopleSoft Financials from 8.9 to 9.2 Advice You Need to Know from an Early Adopter Grant Chappell VNSNY– Director of Business Systems Michael Merrill Elire Partner & Strategic Roadmap Expert
  2. 2. Introductions Michael Merrill Elire Partner & Strategic Roadmap Expert --16 years of PeopleSoft project management, implementation/upgrade stage lead, and module lead experience Grant Chappell VNSNY– Director of Business Systems
  3. 3. 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
  4. 4. 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
  5. 5. 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
  6. 6. Project Methodology  The phases which represent key transition points in the project life cycle of our Elire Success DeliveredTM upgrade methodology are illustrated below
  7. 7. Project Methodology
  8. 8. 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
  9. 9. Software Install
  10. 10. 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
  11. 11. 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
  12. 12. 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
  13. 13. 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
  14. 14. Reapplication / Configuration  Reapplication of existing customizations and development efforts were tracked via a Development Tracker
  15. 15. Development Tracker
  16. 16. 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
  17. 17. 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

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