People Soft FSCM 9 2 MODERNIZATION Financials Supply

People. Soft 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

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

1 Background - Current State 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 People. Soft 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

2 Project Vision & Benefits 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

3 Project Definition & Objectives People. Soft 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: 1. The delivered People. Soft business processes are streamlined to improve the efficiency of our organization by simplifying or eliminating unnecessary steps and taking an improved approach to business. 2. Enhanced compliance reporting will also utilized to ensure that we take steps to comply with relevant laws and regulations. 3. The deployment of this highly scalable platform which is capable of supporting additional business functionality will add to the success of the organization.

4 Project Scope Modernization of People. Soft FSCM 9. 0 to 9. 2 (Big Bang) Functional Upgrade Technical Upgrade existing ERP footprint Enable new functionality De-customize modifications Deploy new functionality Mobile device compatibility Platform Optimization Hardware refresh Software Upgrade

4 Project Scope Financial Management Solutions (FMS) 9. 2 Supply Chain Management (SCM) 9. 2 Asset Lifecycle Management (ALM) Enterprise Performance Management (EPM) General Ledger Purchasing Grants Module Payables Inventory Budget Module Commitment Control Mobile Inventory Management Expense Deployment Position Control Management Platform Optimization People Tools Software Hardware

5 Financial Impact 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 decustomization Reduce customizations by 85% Structured organization to service customer needs

6 Project Assumptions & Constraints Functional resources will be available as needed People. Soft 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

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

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

7 Project Approach Initialization & Planning Analysis & Design Execute Monitor Deployment 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 Standardize, streamline, and simplify business processes Data access will be optimized for enhanced decision making, not for politics, silos or territories Evaluate functional capabilities, technical infrastructure, and underlying business needs Improve usability by leveraging out-of-the-box features and functionality

8 Path to Excellence Executive Sponsors First initiate/legitimize the change Project Sponsors Promote and support the change Have authority to allocate resources and enforce change Workstream Leads Have strong influencing ability, not necessarily related to level of authority 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 Finance Stakeholders 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

What We Need From You 1. 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. the project and understanding how it links with the 2. Championing… organization’s overall strategy. Ensure the project’s strategic significance. – Endorses and defends the project as a valued investment 3. Communicating of organizational resources, an investment that serves the organization strategic objectives.

THANK YOU! Questions?

People. Soft 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