Our 9.2 Upgrade: How Transformation + Technology = Success

© 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential.
Our 9.2 Upgrade
How Transformation + Technology = Success
Session #13164
June 22-25, 2014
Interact 2014
Orlando, Florida

Speaker
Donna McKee | Supply Chain Lead
Jason Moebius | Managing Director
 University of Kansas
 University of Kansas Medical Center
 University of Oklahoma
 University of Oklahoma Health Science Center

About Huron Consulting Group
Huron provides services to a wide variety of organizations, including leading academic institutions,
healthcare organizations, Fortune 500 companies, medium-sized businesses and law firms.
3
Huron Consulting Group
Huron Consulting Group History
• Formed in March 2002 by a core group of
experienced financial and operational
consultants, including CEO and President Jim
Roth.
• 2,237 consultants company wide, and
approximately 50% consultants comprise
Health & Education Consulting practice.
• We have conducted more than 11,000
engagements for over 4,100 higher education,
public sector/government, and commercial
clients.
Locations
Atlanta | Boston | Charlotte | Chicago | Dallas | Detroit | Houston | London | Los Angeles | New York | San Francisco | Tokyo | Washington, DC
Our Value Proposition
• Focused and integrated - financial and
operational consulting – implementation
service provider
• Combination of deep functional and industry
expertise
• Independence and objectivity
Working with Huron, institutions can experience
dramatic transformation across the entire
organization. We partner with institutions to help
them become better positioned to achieve
strategic and financial goals, compete for scarce
resources, and plan for the future.

Overview
Our 9.2 Upgrade
Transformation + Technology = Success
As we approached our 9.2 upgrade, our team was tasked with reducing
customizations, simplifying the source-to-settle business process for our end-
users and creating a paperless engagements process for our suppliers.
Our presentation shares the best-in-class perspective that success is equal
parts transformation and technology. We’ll also review our lessons learned
during the upgrade and how we leveraged new features and functionality to
eliminate 25+ customizations & simplified the procure-to-pay process

Agenda/Contents
 Getting Started
 Upgrade Methodology
 Big Wins
 Surprises along the way
 Lessons Learned

Getting Started
 Time and Money
 Funding the project
 Get it Done
 Competing projects on the horizon
 Managing Expectations
 Leadership
 Central and end-users
 Materials teams
 Technology teams

Transformation + Technology
Finding:
 Identifying opportunities
Achieving:
 Executing a sourcing and supplier campaign
Keeping:
 The right technology + the right business process
7

KU/KUMC had the opportunity to achieve significant cost savings through strategic sourcing
initiatives in multiple high spend commodity areas and establish its own strategic sourcing
program.
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Findings and Opportunities
• Significant savings opportunities can be achieved through strategic sourcing for various commodity areas
focusing on high spend vendors
• Develop strategic sourcing program as part of ongoing operations and shift focus to commodity management
Goals
• Identify and achieve one-time and recurring cost savings in high spend commodity areas
• Identify and incorporate best practices into sourcing initiative and contract establishment
• Focus purchasing staff on commodity management and strategic sourcing
Annual Financial Opportunity
Estimated FY13 Saving FY13 Saving To Date
$1.3M $3.3M +

Savings Review
9
Commodity Area /
Timeframe
Estimated
Area Size
Identified
Opportunity Range
1st Year
Achieved Cost
Savings
One Time
Savings
Wave I Areas
Scientific Supplies $7,255K $550 -780K $1,135K $600
Office Related
Products
$2,670K $800-1,150K $2,340K $2,100K
KU Dell (D/L Only) $2,260K $200-420K $210K – $330K
Wave II Areas
IT Distributors $3,115K $305-585K $32K
MRO $1,750K $120-205K $170K – $200K
KU MFD $1,035K $80-145K $25K – $30K
Total $18,085K $2,055 - 3,285K Total: $3,912K – $4,267K

Methodology
 What color is your upgrade?
 Compliance Crimson
 Business Process Blue
 Transformation Teal
 Technology Tan
Huron SPARK

Big Wins
 Assessment set clear expectations
 WorkCenters
 Workflow
 Techies love PeopleTools 8.53

Lessons Learned
 Understanding PUM
 Workflow is as good as your data
 Matching & Workflow: Less is more

A Quick look at the PUM

PeopleSoft Update Manager
 PeopleSoft Update Manager (PUM) runs on the PeopleSoft Image database
 PeopleSoft Images are Oracle Virtual Box virtual machines that you download
locally
 There is one PeopleSoft Image per product family (database instance) and they
will be released periodically (Every 6 to 8 weeks)
 PeopleSoft Image is the master source environment from which you will pull the
updated objects, create a custom change package, and apply updates to your
environment
 PeopleSoft Image for your application is cumulative so you will download the
most current PeopleSoft Image and get all of the updates that you need

 One image per database instance for 9.2 HCM, ELM, CRM,
and FIN/SCM.
 Example naming: FSCM 9.2.005
Would be the 5th image delivered for the FSCM 9.2 release.
15
PeopleSoft Update Manager

Oracle Virtual Box installation:
 This is just one time software installation. It takes 2 hrs. to download > install >
configure.
 Downloading FSCM PeopleSoft Update Manager (PUM) images
 These Image sizes are typically 20 to 30GB. This download is required only when
Oracle releases an image. For example, Image 4, 5, 6 etc.. It typically takes about 6 -
7 hrs. with 100mbps cable internet connection in the office.
Restoring and configuring PUM image on network
This is where we need a lot of time for setup. This is one time setup per image.
 Import image appliance into Virtual Box - 2hrs
 Configure the Network and assign/get mac address - 1hr
 Set the mac address in the network to get a static IP - 2hrs

Configuring Change Assistant to work with PUM
 Configure the Change Assistant on one of the windows servers
to use PUM. This is also one time setup per image. - 4hrs
Downloading Patches from PUM source
 Once the steps 1 - 4 are completed, the PUM is ready to
extract the fixes/patched.
 Typically, a fix/patch needs to be searched in the image,
download it from Change Assistant,
 compare with demo database, and then create a change
package. - 6 to 10 hrs.

Oracle Best Practice
18

Methodology
A Quick look at SPARK

The Upgrade Dilemma
2222
 To address these common challenges, Huron Consulting
Group has developed our “SPARK Solution” for
PeopleSoft 9.2 upgrades. Our methodology brings
together the right blend of:
 Industry specific experience
 Focus on process improvement and increased efficiencies
 Transition from heavy customization to maximum usage
of delivered functionality
The decision to upgrade is challenging and complex. Alternatives and
justification for staying current are sometimes elusive:
 What resources are required?
 How long will it take?
 What is the business value of the upgrade?
 What new functionality will benefit the organization?
 What’s the return on this investment?

What is your biggest opportunity or challenge
related to an upgrade project?
A. Business improvements not realized
B. Upgrade impacts planned operations
C. System remains costly to maintain
D. Address process inefficiencies
E. Other

Start Out Right

SPARK Solution
Huron’s “SPARK Solution” for the 9.2 PeopleSoft Release
addresses these issues via a structured approach that provides
leadership the information they need to understand and make
informed decisions.
Specialized consultants in Higher Education & Healthcare
Platinum Partner of Oracle
Applications Assessment to Jumpstart your upgrade
Reduction of time and implementation costs
Knowledge transfer to help client achieve self sufficiency
Our SPARK Solution is focused on results for your organization, examples from our clients
include:
 40% reduction in modifications
 Implementation of over 50 pieces of new functionality
 Streamlined processing of high volume area’s such as requisitioning, processing of life
events

SPARK Jumpstart
Application
Assessment
Technology
& Process
Migration
Transition
Initial Review
of
Retrofits & New
Features
Technology estimates
adjusted based on
decisions made during
Fit/Gap and Design
Project Description
& Initial Estimates
Project Plans
Detailed Work Plan
Development &
Management
Incremental &
External Resources
Assess ability to
support internally.
Factor in knowledge
transfer
requirements
Tangible Results
Leading Research University in the Western US– over 20% reduction in modifications
Leading University in the Midwest – 30% reduction in modifications
Leading Healthcare Provider in the Northeast– nearly 40% reduction in modifications

Higher Education and
Healthcare FocusedJumpstart is a combination of
interviews with key stakeholders
and assessment questionnaires.
SPARK
Current state of your
applications.
Technology
requirements
outside of the core
upgrade process.
Which customizations
are not required as a
result of new
functionality.
Jumpstart Deliverables
 Upgrade objectives
 Resource estimate
 Preliminary timeline
 Technology requirements
 Cost estimates
Business
Assessment
Technology
Assessment
Customization
Assessment

Technology &
Process Migration
Application
Assessment
SPARK A Rapid Upgrade Approach
Our toolkit and
accelerators are
designed to help
us get from
assessment to
transition as
expeditiously as
possible.
Transition
 Develop
 Test
 Implement
 Post Production
Support
 Initiate
 Fit Gap
 Design

Upgrade Accelerators
Huron was an integral part of the 9.2 beta testing team. We have leveraged this experience with our
industry expertise and upgrade experiences to create project accelerators that will assist us in every
phase of the upgrade. Some of these accelerators are our:
Jumpstart
Assessment
Please indicate (yes/no) if your company uses or is interested in enabling the selected functionality as part of the upgrade
In Production?
(yes/no)
Future Use?
(yes/no)
Asset Management yes no
Cash Management yes no
Commitment Control yes no
Contracts yes no
Contracts for Government Accounting yes no
Deal Management yes no
eSettlements yes no
Expenses yes no
Financial Gateway yes no
General Ledger yes no
Grants yes no
IT Asset Management yes no
Maintenance Management yes no
Payables yes no
FMS ESA ALM
Modules/Functionality
# First Release
for Feature
Product Feature Higher Ed Healthcare Recommend
Configuration
Required
Training
Effort
Data
Conversion
Process
Redesign
90
9.0
Commitment
Control
Includes the Journal Class field in the budget flat file for importing Commitment Control budget journals. (This
feature was backported from 9.1 to 9.0.)
Yes Limited Yes Yes Yes Yes Yes
91
9.1
Commitment
Control
Enter a SpeedType key directly for each budget journal line as well as select from a prompt list. Yes Limited Yes Yes Yes Yes Yes
92
9.1
Commitment
Control
Maintain budgets more efficiently by using account ranges when defining account exclusions for budget
definitions. You can also copy the entire Budget Definition setup, including the creation of Commitment Control
Ledgers, Ledger Groups, and Budget Definitions.
93
9.1
Commitment
Control
The Check Only capability allows you to budget check transactions using what-if scenarios that do not actually
commit the funds against any budget. This capability also provides pre-validation of the transaction data against
budget definitions.
94
9.1
Commitment
Control
The Value Required selection in the budget definition is optional, as opposed to either selected or deselected.
When selecting the Value Required as optional, a blank key ChartField is treated as if a value were present. This
feature helps to reduce the budget setup in the area of rule sets.
95
9.1
Commitment
Control
General Ledger provides real-time budget checking of position data from PeopleSoft HCM. Requisitions for
positions are validated against budgetary rules in Financials and recorded as Pre-Encumbrances; position offers
are booked as Encumbrances. Position data changes, such as bonuses and salary changes, are validated and
booked against the budget as appropriate.
1. Contracts
2. Billing
3. Receivables
Contracts Reconciliation Summary
The Reconciliation Summary page will be added to view the results from the Reconciliation Summary process. This page
will provide the difference between billing and revenue at the detail level as well as the attributes that are related to
retainages, withholdings, limits, and fees. The information provided on this page will enable you to determine where to
complete the remaining process, or to make an adjustment.
Contracts with rate-based contract lines can be viewed based on revenue recognized and total amount billed to date for
the following values: Contract, Contract Line, Project Costing business unit, Project or Project Activity. The revenue data
is stored on the CA_ACCTG_LINE_PC table and the billing information is stored on the BI_ACCT_ENTRY table. The
reconciliation process looks to these two records based on the criteria defined on the Chartfields selected on the
Contracts Reconciliation Definition page. Also, if you do not select break on the chartfields you want to break on they do
not appear on the report generated.
The Reconcile Revenue and Billing feature does not support prepaid amounts.
1. Configure reconciliation options for each user.
Set Up Financials/Supply Chain, Product Related, Contracts, General Options, Reconciliation Options by User
Describe the level of customization you believe to be present in your
current implementation (high / medium / low). What were the factors that
determined that level of customization? Are you looking to increase, or
decrease, this level of customization?
Do you have customization documentation such as design documents,
specifications and test scripts?
Is this documentation current?
# of Prod Instances
Total # of Environments (Prod and non Prod)
Data:
Objects:
Control Files:
Data Dictionary:
Security:
Describe your hardware environment. Attach architecture diagram if
available.
Technical Assessment
Customizations
Instances/Environments
Shared Components By Environment:
Hardware Configuration
Industry Specific
9.2 Demo
Scripts
Upgrade Fit
Gap Matrix
. Configure reconciliation options for each user.
Set Up Financials/Supply Chain, Product Related, Contracts, General Options, Reconciliation Options by User
Quickly define scope and effort plus
identify areas of greatest value
Pre-defined targeted
functionality to expedite
reviews and designs
Supplements Fit Gap and
expedited test planning and
execution

What is your primary motivation for upgrading?
A. Stay current on maintenance
B. Improve business processes
C. Enhancements and New Features
D. Reduce Customizations
E. All of the above
F. Other

Are you considering an upgrade to 9.2?
A. Within the next 12 months
B. 12 to 18 months
C. More than 18 months
D. Not at all

Tools and Accelerators to Meet Upgrade Goals
Toolkit &
Accelerators
Current Cost Baseline Analysis
Roadmap & Readiness to Start
Fit Gap Analyzer
9.2 Demo Scripts
Pre-configured workbooks (industry specific)
Pre-defined test scripts (industry specific)
Training Aids (specific to 9.2 new features and enhancements)
KT Readiness Assessment
Updated Cost Baseline Analysis

Contacts
Donna McKee
Director | Supply Chain
P 904-234-6878
dmckee@huronconsultinggroup.com
Jason Moebius
Managing Director
Phone 312-583-8759
jmoebius@huronconsultinggroup.com

Questions?

Our 9.2 Upgrade: How Transformation + Technology = Success

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