The document summarizes Hays' successful upgrade to PeopleSoft 9.2 and how this will change their future model. Key points include: 1) The upgrade used Oracle's recommended methodology and included cumulative feature overviews, compare reports, and move to production planning; 2) Extensive business acceptance testing was performed with over 900 test cases; 3) A detailed cutover process was planned and executed; 4) Looking ahead, Hays will exploit new application features, evaluate Oracle's continuous delivery model, and evolve internal roles to align with this new model.

1. Hays – Our Successful PeopleSoft
9.2 Upgrade And How This Changes
The Future Model
Friday 27th February 2015
Mark Thomas and Sean Earlam
Hays Specialist Recruitment

4. WHY UPGRADE?
BENEFITS
• WORKCENTRES
• ACTIVITY GUIDES
• COMPANY DIRECTORY
• FORMS & APPROVALS
BUILDER
PREP TO WORK
ON
TOP FEATURES
BENEFITS
• SEARCH
• LOOK & FEEL
• NAVIGATION
• INTERACTION HUB
9.0 OUT OF PAYROLL SUPPORT - JUNE 2015
TECHNICAL UPGRADE FUNCTIONAL UPGRADE
2013-2015 2015

5. GOVERNANCE
INTERNAL
AUDIT
RESOURCE MODEL AND
PROGRAMME CONTROLS

6. PEOPLESOFT: UPGRADE METHODOLOGY
 Used Oracle recommended methodology
 Upgrade manual for each module
 Includes:
– Cumulative feature overview
– Compare reports
– Move to production (MTP)

7. PEOPLESOFT UPGRADE: JOURNEY SO FAR…
Initial
Pass
Cumulative
Feature
Overview
Tool
Project
Methodology
Compare
Reports
System &
Integration
Inventory

8. PEOPLESOFT UPGRADE – BUSINESS ACCEPTANCE
TESTING
 Full-time Senior Business Manager for duration of programme
 Responsibilities include Business Testing and Business Readiness
 Core team of 8 Business Testers from BAT to STORM
 Created Test and Readiness strategies
 Designed over 900 test cases
 Flexed to 150 users for online Performance Test
 Business Readiness
– Update user manuals/SOPs
– Only training where significant functional changes
– IT “Talking Shows”

9. CUTOVER PROCESS
 Planning
 Pre-work
 Actual
 Post
 Huge work
 Testing
 Dedicated resources
 Post-cutover – Storm Support
 Roles & responsibilities
 Risk management

10. PEOPLESOFT UPGRADE – LIVE CUTOVER PLANNING /
CONSIDERATIONS
 Realistic timed plan
 Resource planning
 Logistical challenges
 Communication plan – project team, stakeholders and
users
 Escalation procedures
 Rollback scenario planning
 Storm Support plans

11. SOME TAKEAWAYS FOR YOU
 Appoint Project Manager early
 Trusted partners selection
 Governance
 Communication
 Accelerated release
 Resource challenges (onsite v offsite)
 Change Freeze
 Practice Practice Practice!

12. WHAT’S NEXT FOR HAYS?
Exploit the opportunity!
– Application features
– PS Delivery Model

13. KEY MESSAGES FROM ORACLE OPEN WORLD
Case study one
The proactive organisation will gain the most
Take time to respond to the new methodology
Look at your internal processes and roles
Develop new working relationships between IT and
LOB

14. Improves maintenance strategy
Reduces time to identify and apply fixes
Ability to extract and apply enhancements
Take advantage of new enhancements earlier
Evaluate feasibility of level-loading our upgrades
KEY MESSAGES FROM ORACLE OPEN WORLD
Case study two: PUM – Impact Post Upgrade

15. CONTINUOUS DELIVERY MODEL
 Take only the changes you want
 Take changes when you want them
 Maintain strategic customisations
 Eliminate need for major upgrades

16. WHO & WHAT WILL THE CHANGING DELIVERY
MECHANISM IMPACT?
 Users
 Functional Analysts
 Development capability
 Maintenance strategy
 Stakeholders
 Technology
 Oracle relationship

17. HAYS: RELEASE SCHEDULE DETERMINATION
 Will split Maintenance & Enhancement releases
 Releases structured around business users
 Maintenance
 Enhancements
 Overall, match release timetable to Oracle’s
release strategy
9.2 Go-live
VO1
March 2015
Configuration
Release
VO2
June 2015
Configuration
Release
VO3
September
2015
Configuration
Release
V04
December
2015
Make
Me
Current
~ Mid
2016

18. EVOLUTION OF HAYS INTERNAL ROLES: THE
CHALLENGE
Traditional model:
 Functional = requirements
 Technical = build
 Business = testing
New model:
 Tools – configurable
 Functional team – delivery not a
technical project
 Establishment of SME teams
 Drive Business Education &
Process Optimisation

19. 19
EVOLUTION OF HAYS INTERNAL ROLES: THE
MODEL
Professional Qualifications
Experience
Senior
Relationship
Manager
• Commercial Judgement
• Management skills
Architect/
Manager
• Commercial Awareness
• Leadership Skills
• Business Value Judgement
• Architectural Awareness
Business Function
Owner
• Business focussed
• Technical skill
• Business Process Engineering
• Change Management
Senior Business Function Team
Member
• Requirements Gathering
• Functional & Technical Design
• Testing
• Development
Business Function Team Member
Degree or equivalent
in IT related discipline
Levels
7
6
5
4
APMG Change
Management Qualification
CSM Agile Scrum
Qualification
Six Sigma
Prince2 Practitioner

20. WHERE TO GO FOR ADDITIONAL INFORMATION
 Oracle’s PeopleSoft Information Portal
www.peoplesoftinfo.com
 Whitepaper: Adapting to PeopleSoft Continuous Delivery –
published in September 2014
https://docs.oracle.com/cd/E57469_01/adapting_to_peoplesoft
_continous_delivery.pdf
 YouTube: PeopleSoft 9.2 Delivery Model -
https://www.youtube.com/watch?v=SKzPcPz7qn4