1. 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

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

3. 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

4. About Savannah River Nuclear Solutions (SRNS)

5. 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

6. 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

7. 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 7

8. 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

9. Conceptual PUM Strategies - general9

10. 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

11. Conceptual PUM Strategy – SRNS Target PUMs11

12. PUM Methodology
TABLE of CONTENTS 12

13. 13

14. PUM High-level Schedule14 14

15. 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 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

16. 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

17. 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

18. 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
Planning Assumptions
Project Classification
Project Justification
PUM Objectives
3.2. Scope Analysis
Functional Scope
Functional Activities
Technical Activities
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

19. 19

20. 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

21. 21

22. 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
FSCM92PLB Fields that should be available for entry do not consistently allow cursor to enter field
Bug
Image 24 21
145
1190
BST
FSCM92PLB Requisition Re-Assignment Not Working
Bug 1
N/A
BST
FSCM92PLB Duplicate Vendor Approval s
Bug
BST
FSCM92PLB - Message Received when user creates a requisition containing catalog items and Vinimaya items
Bug 7 5 20
BST
FSCM92PLB : Item not available in ePro requisition
Bug
Image 25 4 8
BST
FSCM92 - Voucher Upload does not set match option correct
Bug
BST
FSCM92PLB Pcard Reconciliation Budget Check
Bug
Image 23
BST
FSCM92 - Process as Incurred Billing Error
Bug Bug
1 1
N/A 1
BST
STR CANNOT SAVE COMMENTS ON TIMESHEET APPROVAL PAGE/PROCESS - Page data is inconsistent with database. (18,1)
Bug 3 2
BST
Error when copying from PO/Receipt
Bug
Image 22 14
BST
History link for time sheets on maintain time sheets page not working
Bug
BST
PO_PORECON No Success
Bug
Image 21 22

23. 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

24. 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

25. 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

26. 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

27. Change Management - Site Demographics27

28. Change Management - Site Demographics28

29. Questions/Discussion ??

30. Please complete a session evaluation
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