1. PeopleSoft FSCM 9.2 MODERNIZATION Financials & Supply Chain Management Presented 12.3.2015 Executive Sponsor: Vice Chancellor Ron Little Project Sponsor: Asst. Vice Chancellor Calvin Madlock Enterprise Lead: Director Ranell Holmes Presented By: Project Manager Chioma Ndubuisi

2. Agenda A Background Vision & Benefits Project Definition & Objectives 1 2 3 Project Scope Financial Impact Project Assumptions & Constraints 4 5 6 Project Approach Path to Excellence 7 8

3. Background - Current State 1 This modernization project will replace the current end of support FSCM 9.0 version with the new FSCM 9.2 version. The current version of FSCM no longer receives bundle release updates and enhancements which may put Peralta CCD at risk of being out of compliance. Highly-customized PeopleSoft FSCM 8.9 application resulting in impossible efforts to keep up scheduled maintenance Underlying configurations and business processes are not scalable Limited end-user adoption of Self Service functionality

4. Project Vision & Benefits 2 Business workflow processes are standardized and replicable. Better scalability and continued alignment with the latest Oracle Technologies Improve reporting and visibility Tightly-integrated system with reduced manual activity Improve staff utilization, planning and user productivity Highly scalable platform capable of supporting additional business functionality Deliver mobile solutions for Expenses, Requisitions, Approvals and a standards-based platform

5. Project Definition & Objectives 3 PeopleSoft FSCM 9.2 version will help us focus on compliance, simplicity, increase our user productivity, and lower total cost of ownership (TCO) while also delivering robust new functionality. The objective of this modernization project is: The delivered PeopleSoft business processes are streamlined to improve the efficiency of our organization by simplifying or eliminating unnecessary steps and taking an improved approach to business. 1. Enhanced compliance reporting will also utilized to ensure that we take steps to comply with relevant laws and regulations. 2. The deployment of this highly scalable platform which is capable of supporting additional business functionality will add to the success of the organization. 3.

6. Project Scope 4 Modernization of PeopleSoft FSCM 9.0 to 9.2 (Big Bang) Functional Upgrade Upgrade existing ERP footprint De-customize modifications Deploy new functionality Technical Upgrade Enable new functionality Mobile device compatibility Platform Optimization Hardware refresh Software Upgrade

7. Project Scope 4 Financial Management Solutions (FMS) 9.2 Supply Chain Management (SCM) 9.2 Asset Lifecycle Management (ALM) Enterprise Performance Management (EPM) General Ledger Payables Commitment Control Purchasing Inventory Grants Module Budget Module Mobile Inventory Management Position Control Management Expense Deployment Platform Optimization People ToolsSoftwareHardware

8. Financial Impact 5 Eliminate additional costs to maintain a product that is no longer supported. Expenses include: Tax updates - $50,0000 1099 - $40,000 Gains in eliminating redundant processes and streamlined process flows Improved Total Cost of Ownership (TCO) through significant de- customization Reduce customizations by 85% Structured organization to service customer needs

9. Project Assumptions & Constraints 6 Functional resources will be available as needed PeopleSoft Consultants will be utilized to support project work Hardware and Software resources will be available when needed IT will be provided training before the Configure phase can be executed Project is constrained to availability of resources assigned to project Workaround Peak Blackout Dates

10. Project Assumptions & Constraints 6 Not identifying user requirements and business processes completely can result in customizing a product that will not meet PCCD needs The schedule will need to support the time to map out current business processes Project Risk Factors: The project timeline will be impacted due to the incorporation of all business units using the Finance Module Document Current State Conduct Fit-Gap Analysis Design End State Vision Implement “New World”

11. Project Approach 7 Lifecycle Methodology Step 1 Project Charter Initialization & Planning Business Process Overview Project Work Plan Business Process & Requirements Fit/Gap Report Process Mapping Quality Assurance (QA) Deliverable Report (sign- off) Step 2 Develop Preliminary Prototype Prepare Technical Plan Apply Functional Specifications Develop Preliminary Test Plans Quality Assurance (QA) Deliverable Report (sign-off) Analysis & Design Architect System Infrastructure Technical Design/Plan Work Breakdown Structure (WBS) Data Conversion Customization/Retrofit/Construction Detail Configuration & Setup Expand Prototype Develop Final Test Plan Build Test Scripts Develop Training Material Quality Assurance (QA) Deliverable Report (sign-off) Step 3 Develop/Configure/Execute Test/Train/Monitor Validate/Update Infrastructure Conduct Testing Processes Unit Testing Process Integration Testing Process System Testing Process  Functional Testing Process  Performance Testing Process User Acceptance Testing Process Validate/Develop Cutover Plan Provide End User Training & Documentation Quality Assurance (QA) Deliverable Report (sign-off) Step 4 Deploy/Optimize/Clo seout Develop Contingency Plan Prepare Production Environment Execute Deployment Plan Validate Cutover (go/no-go) Quality Assurance (QA) Deliverable Report (sign-off) Deploy/Implement Training & Knowledge Transfer Warranty Period Step 5 System Development

12. Standardize, streamline, and simplify business processes Data access will be optimized for enhanced decision making, not for politics, silos or territories Provide continuous interactive knowledge transfer between the functional and technical leads Initialization & PlanningAnalysis & Design Execute MonitorDeployment Project Approach 7 Utilize Peralta’s IT staff to ensure the highest quality of service Leverage the internal knowledge of how Peralta does business from impacted business units Evaluate functional capabilities, technical infrastructure, and underlying business needs Improve usability by leveraging out-of-the-box features and functionality

13. Path to Excellence 8 Executive Sponsors First initiate/legitimize the change Project Sponsors Promote and support the change Have authority to allocate resources and enforce change PCCD Modernization Agents Are facilitators of change These are often people from the business who work with support from the Workstream Leads to build support and commitment for change and minimize resistance at a local level Individuals who are either directly or indirectly impacted by the changes from the project These are the groups of individuals identified in impact assessments and are the focus of many of the change management activities Finance Stakeholders Have strong influencing ability, not necessarily related to level of authority Workstream Leads

14. What We Need From You Minding the big picture - Understand why and how this project is critical to business operations and the relationship it has with other parts of the company. 1. Championing… the project and understanding how it links with the organization’s overall strategy. Ensure the project’s strategic significance. 2. Communicating – Endorses and defends the project as a valued investment of organizational resources, an investment that serves the organization strategic objectives. 3.

15. THANK YOU! Questions?

16. PeopleSoft FSCM 9.2 MODERNIZATION Financials & Supply Chain Management Presented 12.3.2015 Executive Sponsor: Vice Chancellor Ron Little Project Sponsor: Asst. Vice Chancellor Calvin Madlock Enterprise Lead: Director Ranell Holmes Presented By: Project Manager Chioma Ndubuisi