101720: PUM Strategy Best Practices for the Public Sector and Beyond 101720: PUM Strategy Best Practices for the Public Sector and Beyond ! …a success story from the US DOE

PUM Strategy Best Practices with a Project Management Approach at Savannah River Nuclear Solutions Richard Proctor, PeopleSoft Design Authority

Agenda About Savannah River Nuclear Solutions (SRNS) PUM Strategy Best Practices Tips, Templates and Examples Post Go-live Project Management Report Results Lessons Learned Questions / Discussion 3

About Savannah River Nuclear Solutions (SRNS)

About SRNS Savannah River Nuclear Solutions, LLC. (SRNS) is the Management and Operating Contractor for the Department of Energy (DOE) Savannah River Site (SRS) near Aiken, SC. SRNS, a Fluor Partnership with Newport News Nuclear and Honeywell, employs about 5,000 people. The DOE’s 310-square-mile SRS is located in the central Savannah River region of South Carolina. The Site has over 15,000 acres devoted to industrial facilities, research laboratories and supporting infrastructure. 5

About SRNS SRNS is responsible for: The Site’s nuclear facility operations, with the exception of the liquid waste facilities; The Savannah River National Laboratory Environmental stewardship and cleanup Disposition of nuclear material All administrative functions SRS processes and stores nuclear materials in support of national defense and US nuclear nonproliferation efforts. The SRS also develops and deploys technologies to improve the environment and treat nuclear and hazardous wastes left from the Cold War. 6

SRS PeopleSoft PeopleSoft Platforms FSCM since Oct 2011 – 9.1 HRMS since July 2002 – 8.9 PeopleSoft FSCM 9.1 to 9.2 PI 19 Upgrade Project 18 month duration – January 2016 – June 2017 Many subcontracted consultants/SMEs PeopleTools version- 8.54 Moderate customization Long duration for a significant project Recent FSCM Updates 6 month duration 1 subcontracted consultant/SME PI 19+ to PI 26 (full image update) PT 8.54 to 8.56 Database upgrade From DBMS Oracle 11.2 to 12.1 Current version- PI 26 Current PeopleTools version- 8.56.07 7

PUM Strategy Development Strategic development Evaluated Oracle PUM information Assessed industry PUM approaches Small team established to determine preliminary concepts, details, and processes. Proactive? Reactive? Hybrid? Approach Planning team established to develop PUM strategy (August – September) Wanted graded approach to scope, schedule and risk. SMEs and Design Authorities define testing strategy and scope (test plan) Established preliminary concepts while working details of update strategy still being developed based on pilot PUM. Constrained to current in-house resources unless unachievable 8

Conceptual PUM Strategies - general 9

PUM Strategy Development Conclusions Commence a selective PUM update (pilot) very near term to exercise process and avoid falling further behind. Select Hybrid strategy for SRNS (1-2 selective adoption PUMs with annual full image PUM) Requires continuous planning team effort to determine and develop each PUM package to establish scope/schedule Requires an ongoing execution team to implement PUM packages Design/build, test, migrate, train, etc… Graded project approach discipline based on complexity 10

Conceptual PUM Strategy – SRNS Target PUMs 11

PUM Methodology TABLE of CONTENTS 12

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PUM High-level Schedule 14 14

PUM Detail Level Schedule Detailed Gantt chart schedule of PUM activities Aligned with High-Level schedule Addresses all PUM activities in Design Package and Methodology Manual. Graded with the scope and complexity of the PUM. Activities and durations owned and estimated by performing organization PUM schedule reviewed by entire PUM team About 100 -150 activities. Logically tied where reasonable No resource loading or earned value. Finalized at end of design analysis phase when build and test scope are mature enough to estimate. Reviewed weekly in PUM team meeting. Actions or issues identified and placed in action tracking process. 15

Business Enterprise System Tracking Database Change Control System Provides workflow and Configuration Management for changes Allows for review and approval of change Identifies responsible personnel to implement change Provides status of change implementation Each PUM has: Parent BST to initiate PUM Linked children BSTs to document and control identified deficiencies during entire PUM process Tracks build, test, and migration failures/deficiencies Allows team to evaluate and prioritize deficiencies PUM Team uses to determine quality of PUM update when deciding if ready to “move to Production Environment” Reviewed weekly in PUM team meetings – more often if needed Linked to Oracle Service Requests when needed. Business Enterprise System Tracking Database 16

PUM Strategy Best Practices Priority 1 - Plan The Work Objectives: Develop and document the scope & schedule Document assumptions and risks Document your approach Publish and communicate to the organization Signature page -- Require the sponsor and key stakeholders to approve this document, signifying that they agree on what is planned. Complete Initial effort, cost, and duration estimates - These should start as best-guess estimates and then be revised, if necessary, when the workplan is completed. 17

PUM Design Package TABLE of CONTENTS 1. Purpose of Plan 2. PUM Organization 2.1. PUM Team 2.2. Team Roles and Responsibilities 3. PUM Planning Phase 3.1. Planning Basis 3.1.1. Planning Assumptions 3.1.2. Project Classification 3.1.3. Project Justification 3.1.4. PUM Objectives 3.2. Scope Analysis 3.2.1. Functional Scope 3.2.2. Functional Activities 3.2.3. Technical Activities 3.2.4. Technical Hardware 4. Implementation Phase 5. PUM 26 Schedule 6. PUM Monitoring and Control 6.1. Team Meetings 6.2. Action Tracking 6.3. Risk Management 6.4. PUM Change Control 7. Training and Communication Appendix A – Fit/Gap Analysis Results Appendix B – Detailed Project Schedule 18

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FSCM PUM image 25 Selective Adoption Pilot: 9.2.019 to 9.2.019 + Scope Limited scope to selective Oracle bug fixes First use of PUM process – expect documents and processes to be adjusted as we go Results Pilot PUM completed as planned; well-executed in accordance with plan Planning team handoff to execution team functioned well Oracle Bug fix reliability – 3 of 12 BSTs failed to get fixed with selected Oracle bug fixes - When requested, Oracle provided timely support Lessons Continue to build strong relationship with Oracle support for responsive issue resolution Oracle identified opportunities for improvement to their bug fix process Continue to develop scope analysis process during planning to support estimating implementation scope and schedule Project Management graded approach resulted in minor glitches in testing and team communication Customizations create system complexity and will result in additional scope, schedule, and risk for PUMs 100% testing is impractical in the test environments. Hence, minor beta testing in the production environment is an acceptable risk Risks Next PUM full image schedule appears aggressive (large scope – seven images behind) Resource constraints for continuous maintenance strategy Re-application of SRNS customizations is laborious Hard code freeze multiple times a year (with shorter durations) versus an upgrade project 20

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Pilot PUM 25 Scope BST – 2017 – 01377 Parent BST for PUM Selective Adoption using PUM Image 25 Selected 13 Oracle Bug fixes in Image 25 to correct 12 targeted bugs in SRNS BSTs. Three oracle bug fixes didn’t fix the bugs. BST BST Title Bug # Image Available Total Bugs Objects Modified Components to Test BST-2017-00530 FSCM92PLB Fields that should be available for entry do not consistently allow cursor to enter field Bug 25610557 Image 24 21 145 1190 BST-2017-00559 FSCM92PLB Requisition Re-Assignment Not Working Bug 25893898 1 N/A BST-2017-00572 FSCM92PLB Duplicate Vendor Approval Emails Bug 25722339 BST-2017-00597 FSCM92PLB - Message Received when user creates a requisition containing catalog items and Vinimaya items Bug 25699671 7 5 20 BST-2017-00598 FSCM92PLB : Item not available in ePro requisition Bug 25698869 Image 25 4 8 BST-2017-00606 FSCM92 - Voucher Upload does not set match option correct Bug 25750976 BST-2017-00764 FSCM92PLB Pcard Reconciliation Budget Check Bug 25141195 Image 23 BST-2017-00806 FSCM92 - Process as Incurred Billing Error Bug 25927467 Bug 26008682 1 1 N/A 1 BST-2017-01103 STR CANNOT SAVE COMMENTS ON TIMESHEET APPROVAL PAGE/PROCESS - Page data is inconsistent with database. (18,1) Bug 26520079 3 2 BST-2017-01148 Error when copying from PO/Receipt Bug 24797124 Image 22 14 BST-2017-01275 History link for time sheets on maintain time sheets page not working Bug 26613856 BST-2017-01374 PO_PORECON No Success - 3921371 Bug 23240533 Image 21 22

FSCM PUM image 26 Full Adoption: 9.2.019+ to 9.2.026 Scope Full Image 26 Fluid Navigation only – not Fluid pages Results PUM completed as planned; well-executed in accordance with plan. Planning team handoff to execution team functioned well. Lessons Team training for Fluid helpful to prepare for implementation Continue to build strong relationship with Oracle support for responsive issue resolution. Continue to develop scope analysis process during planning to support estimating implementation scope and schedule. Customizations create system complexity and will result in additional scope, schedule, and risk for PUMs. 100% testing is impractical in the test environments. Hence, minor beta testing in the production environment is an acceptable risk. Risks Resource constraints Re-application of SRNS customizations is laborious. Hard code freeze multiple times a year (with shorter durations) versus an upgrade project 23

PUM Strategy Best Practices Create and Maintain Planning Document After the project definition has been prepared, the workplan can be created. The workplan provides the step-by-step instructions for constructing project deliverables and managing the project Define project management procedures up front The project management procedures outline the resources that will be used to manage the project. Ensure and Document that the sponsor approves scope-change requests Manage the workplan and monitor the schedule and budget Look for warning signs and manage risk Identify risks up front and as early as possible Practice management by walking around and pulse for feedback with field testers, DBA’s, SME’s, functional managers, and end-user customers Continue to assess potential risks throughout the project! Guard against scope creep 24

PUM Strategy Best Practices Resolve issues as quickly as possible Manage Change! Five Common Mistakes – Don’t Make Them! Assuming change management is “just communication, documentation and training” Putting off a change management plan Lacking active and visible executive sponsorship Treating all stakeholders the same Underestimating the amount of work involved Plan for and schedule for a stabilization period Manage by performance metrics 25

PUM Strategy Lessons Learned For full adoptions, how do you keep up with the new PUMs that are coming every quarter in the midst of a 6 months full image adoption? Testing can never be100% - id key processes, front end load those to your testing schedule, decide upon how much risk is acceptable (have schedule milestone for go/no-go decisions) If you’re going to adopt new features/functionality with a full image (i.e., more than just a technical update) – lock in that scope very early and do not allow scope creep Allow time for training to the new features/functionality 26

Change Management - Site Demographics 27

Change Management - Site Demographics 28

Questions/Discussion ??

Please complete a session evaluation Session ID: 101720 Contact Info: richard.proctor@srs.gov Tel: 803.952.8267