UTSA PeopleSoft Training Plan

Transcription

1 UTSA PeopleSoft Training Plan IMPLEMENTING UTSHARE AT UTSA Version 2.0 Creation : December, 2012 Last Update: April, 2013

2 Table of Contents 1.0 Overview... 2 Goals and Objectives... 3 Critical Success Factors Scope and Strategy Scope table Required Resources Training Strategy by Target Audiences Essential Duties and Cross Team coordination Deliverables Quality Management & Assurance Method and Tools Quality Management and Control Assumptions and Risks Assumptions Risks and Mitigation/Contingency Reference APPENDIX AND REFERENCES UTSA PeopleSoft Training Plan Terms and Definitions Training Lead Position Description Risk Register UTSA Teaching SME Matrix... Error! Bookmark not defined. Page 1 of 18

3 VERSION CONTROL Date Author Version Change Reference December 2012 UTSA PeopleSoft Training Team V1 Initial creation of the UTSA PeopleSoft Training Plan April 2013 Tanya Dunlap-Teasley V2 Remove of Date to reflect change of Go live date Add UTShare Definition that reflects the new Branding from PeopleSoft to UTShare. Add Version Control Page Page 2 of 18

4 1.0 OVERVIEW UTSA is implementing Oracle PeopleSoft version 9.1 under a UT System Shared Services project initiative with six other UT academic institutions. The UTShare System (PeopleSoft) will replace our DEFINE, HRMS, Point Plus and other business applications. This training plan will address our approach with transitioning the UTSA community from DEFINE/UT Direct to the UTShare system, while maintaining continuity of business operations. The PeopleSoft Training Team s mission is to facilitate, coordinate, and create effective training for UTSA employees using PeopleSoft that will facilitate efficiency in transitioning from DEFINE to PeopleSoft. In the future, we envision the successful integration of the UTShare system into university business processes and daily operations. GOALS AND OBJECTIVES Goal #1. Ensure UTSA s Campus DEFINE users are adequately prepared to perform their job functions using PeopleSoft by: A. Building a training delivery schedule, website, course catalog, and course prerequisites. B. Mandating all current DEFINE Front-Office Users (~1,000) attend training before Go-Live. C. Using the UTSA Training & Developement Learning Management System to track and report training attendance. Goal #2. Ensure UTSA Campus employees and supervisor are familiar and ready to use the UTShare Self-service functions by: A. Having all employees attend an orientation to Employee Self-service (ESS) before and after Go- Live. B. Having all supervisors attend an orientation to Manager Self-service (MSS) by Go-Live. Goal #3. Mitigate PeopleSoft project team SME s resource constraints to provide knowledge transfer of go-forward business process changes to Training Team by: A. Recruiting SMEs to teach PeopleSoft courses B. Identifying opportunities to help core SMEs to train both front and back office. C. Training the SMEs to teach PeopleSoft courses. D. Creating reproducible reference materials for use by campus users. Goal #4. Expand current training capacity to deliver PeopleSoft training to UTSA front-office DEFINE Administrative users within 60 days of Go-Live by: A. Securing multiple lab environments to accommodate increased training load. B. Deploying online classes before Go-Live. C. Running concurrent/multiple classes to accommodate increased teaching load before Go-Live. Page 3 of 18

5 Goal #5. Facilitate efficient delivery of PeopleSoft training to Campus Training SMEs, PeopleSoft Sustainment Center Help Desk, Front office, and Back office by: A. Training PeopleSoft Sustainment Center Help Desk Staff prior to Go-Live. B. Incorporating Campus Training SMEs, PeopleSoft Sustainment Center Help Desk, and Back office into project testing activities. C. Engaging Change Leaders, PeopleSoft core team Project SMEs and other campus volunteers to pilot PeopleSoft training courses. D. Facilitating effective training delivery options for various learner types. Goal #6. Continually update training materials to meet needs of post Go-Live PeopleSoft implementation A. Maintain updated website and course content for Front Office Departments and end users in support of the FMS/HCM business processes in coordination with Back Office and Change Management. B. Analyze the trends of the Training evaluations to see what other trainings or improvements are needed. C. Escalate PeopleSoft end-user issues to the FMS/HCM Functional Leads, Change management Lead and Project Leads. Goal #7. Reinforce to the campus the importance of a Shared Services delivery of PeopleSoft to capitalize on cost efficiencies and application of best practices across all UT campuses by: A. Sharing UTSA training materials with other UTShare participating campuses. B. Participating in UTShare training initiatives, plans and activities. CRITICAL SUCCESS FACTORS Executive Leadership mandates and supports training for Campus DEFINE users. Respected campus users feedback is used to improve training materials and content. Backup UTSA training SMEs are available to assist with preparation, review and delivery of class materials, reference guides, etc. Technical support is readily available in each classroom at the time of course delivery. Departments are able to supplement employees who lack basic computer literacy. UTShare provides adequate training environment to perform training. Page 4 of 18

6 2.0 SCOPE AND STRATEGY 2.1 SCOPE TABLE The Scope plan is intended to address the work that must be performed to deliver PeopleSoft training to the UTSA campus before Go-Live. In Scope 1. Reconcile BPGs against Pre-delivered UPKs : Look for Critical Paths of Failure Review approved customizations Review UPKs against Business Process Impacts 2. Work with Core Project team SMEs to determine the Core Training Classes and the number of classes and the facilitation method and requirements. Confirm resources and schedule of classes with Training and Development. 3. Work with Core Project team SMEs to Create Course catalog, course outline, templates and training documentation. Create, maintain and publish online job aids/upks and videos, Training Slides. 4. Print and assemble PeopleSoft training materials and course catalog. 5. Location of Training space and facilities, Scheduling the classes and equipping the training facilities (computers, overhead projector, etc.) 6. Maintain Learning Management System (LMS), course attendance reports and statistics 7. Define and enter training scenarios into the UTShare training environment. 8. Develop and maintain the UTSA PeopleSoft Project Training Plan, Training Plan Schedule, Plan Definitions, Risk Response Plan, Responsibility Assignment matrix 9. Develop and approve content for UTShare at UTSA Website 10. Knowledge transfer of process, procedures and application changes to the end users Out of Scope Develop Business Process Guides/Business Process Impacts that detail the full complete actions required to perform an operational task in PeopleSoft and how the change will impact the current process (SMEs and CM Lead) Development of Test Scripts Setup and refresh of training instances. Assigned and Approval of PeopleSoft end-user roles and security must obtain approval by ISA and Module owner UTSA Web standards for UTShare at UTSA Website will be maintained by the HR Webmaster Front office business processes using PeopleSoft, Employee and Supervisor business processes using PeopleSoft will be developed by the Project SMEs and Functional Committees Page 5 of 18

7 2.2 REQUIRED RESOURCES Staffing: 2 Training Leads for HCM, 2 Training Leads for FMS, 2 Training and Development Specialists 1 for classroom, 1 for online, ~20 number of training SMEs, Part-time support from Training and Development; 1 Website content support & maintenance Software: 4 UPK developer licenses, Articulate, Captivate, Photoshop, SnagIt, Sony Soundforge Pro, imovie, Moodle, MS Movie Maker, Microsoft Office Suite Hardware: Video Camera, Mondo Pad, Workstations, Portable projectors, T&D ID Scanner, Laptops for trainers Services: GoTo Meeting Webinar, Copy and Printing services, Web hosting for Videos Classroom: Rolling cart/supply storage and transportation, classroom support materials, snacks and giveaways Facilities: Labs, Classrooms, Lecture halls with internet access points Reference Documents: Business Process Guides, Business Process Impacts, previous course catalog, Pre-delivered Oracle UPKs, PeopleBooks 2.3 TRAINING STRATEGY BY TARGET AUDIENCES Listed below is a summary of the Audiences and planned training approach. Audience (Training Population) General employee population (UT Direct users) Front Office (~1,000) Special Populations (Departments with special needs based on work schedules, job or organizational duties and responsibilities. - Police, Facilities, Library, others) Approvers (~450) Use the DEFINE system to approve documents created by Campus DEFINE Users (creators) Back Office (~170) Training Leads & Sustainment Center Staff Strategy/Approach Online and classroom courses that supplement change management communications. Classroom and online courses. Classroom training courses customized for their unique business requirements. Classroom and online courses. Executive-level approvers will be trained by other Authorized signers who have attended front-office training. One-on-one training will be provided when necessary. Core Project SMEs will be responsible for training their respective backoffice staffs. Back Offices personnel who are not a part of the project team will obtain hands-on experience through participation in integration and user acceptance testing. Training Leads will provide introductory courses on PeopleSoft concepts and basic navigation. Included in Back Office training plus module overviews conducted by core SMEs. Executing test scripts during integration and user acceptance testing. Learning through SME interaction. Page 6 of 18

8 2.4 ESSENTIAL DUTIES AND CROSS TEAM COORDINATION Training Leads and team members Prepare Departmental Front office and end-user Training (classes/publications) supporting FMS/HCM Business Processes and Self-service. Assist with implementation and utilization of an online Business application Training tool. Facilitate and provide training for Department's readiness in support of the FMS/HCM golive/cutover. Create/update Sustainment procedures/documentation/website in support of FMS/HCM Business processes and facilitate transfer knowledge to other team members. Serve as a liaison between the FMS/HCM Upgrade project and campus Departments. Support SME's in the development of back office training materials and desk procedures. Escalate issues to the FMS/HCM Functional Manager. Suite Project Leads Have regular status meetings with training leads and team members. Deliver and receive Bi-monthly project and training reports & milestones. Integrate training lead activities into core SME activities. Coordinate training activities with executive level expectations. Sign off on training team deliverables. Remove roadblocks. Training & Development Department (T&D) Deliver Train the Trainer sessions for Teaching SMEs as needed. Design, develop and publish online courses using content and templates developed by the PeopleSoft Training Leads. Assign and acquire space on campus for courses; coordinating and managing class loads. Notify employees to sign up for classes through the Learning Management System (LMS) Monitor and report class attendance and participant feedback. Ensure quality training by piloting classes and working with instructors to improve their presentation skills. Manage classroom logistics. Serve as quality advisor for training deliverables. Subject Matter Experts (SMEs) Match UPKs to training courses. Pilot courses and provide feedback to Teaching SMEs and classroom instructors. Provide content and direct the story boarding of each class. Attend classes and assist primary instructor as needed. Communicate changes of PeopleSoft or business processes to Training Leads and instructors. Page 7 of 18

9 Change Management Communicate with Training Leads and team members any relevant change management topics impacting training. Manage website content. Conduct presentations to UTSA Change Leaders, Faculty and Employees. Include Change Management and CM Leaders in Pilot classes. Create and distribute FAQs, glossaries and job aides, etc. Conduct road shows and events. Information Security Analysts (ISAs) Implement security access for employees once notified that training has been completed. Webmaster Training leads will provide website content for the webmaster to publish. Webmaster will provide feedback to training leads on web standards and requirements. 2.5 DELIVERABLES UTSA PeopleSoft Training Course catalog PeopleSoft Course Content PeopleSoft Training Class schedule End-user Training Training Aids, Videos, Crosswalk, Glossary Forms Training Templates UTSA Training Project Schedule UTSATraining Plan Evaluation of Go-Live Training Delivery Course Templates, FAQs, Points of Contact Website content on Change Management and Training Customized UPKs Trained Users 3.0 QUALITY MANAGEMENT & ASSURANCE The training team will use all recommended feedback from a variety of sources to ensure that the quality of training is accurate and concise. 3.1 METHOD AND TOOLS Ensure the knowledge transfer of the most updated business process, training documentation and application updates o As needed meetings with SMEs. A method is handing out an evaluation form after class o Standardized evaluation form provided by Training & Development. o Analyze statistics and comments. Page 8 of 18

10 Pilot courses o Feedback is reviewed by project leads, change management leads and training leads o Incorporate recommendations from reviewers. Attend Change Management Monthly Meetings o Incorporate suggestions, recommendations and feedback from CM Leads. Ranking the frequency of content on UTShare at UTSA website o Google Analytics. Ranking Trouble Ticket Statistics o Kayaco reporting. 3.2 QUALITY MANAGEMENT AND CONTROL Updates to the Training plan, who reviews and provides final acceptance of deliverables. Course content approved by SMEs and Suite Project Leads. Training Plan changes will be reviewed and approved by Training Leads and Suite Project Leads. Course design, packaging, and flow is reviewed by T&D. Change Management and participant feedback will be used to evaluate training and improve course content. 4.0 ASSUMPTIONS AND RISKS 4.1 ASSUMPTIONS Target audiences list are available from MRAS. PeopleSoft HCM/FMS Training Environments are in place from ARDC. UTSA T&D Learning Management System(LMS) is able to register attendees, track attendance, and produce reports. We are able to reserve classroom lab space. Training will be required for Front-office and Back-office staff prior to the granting of production security access, depending on job duties. 4.2 RISKS AND MITIGATION/CONTINGENCY REFERENCE The UTSA Training Team will identify and document risks that will impact the UTSA Training Plan, schedule and/or deliverables. The Identified Risks will be documented in the Risk Register. Please refer to the UTSA Training Plan Appendix and References. Page 9 of 18

11 5.0 APPENDIX AND REFERENCES APPENDIX Plan Terms and Definitions Training Lead Position Description Risk Register UTSA Teaching SME matrix REFERENCES UTSA PeopleSoft Proposed Training Plan developed by Anne Jett, Associate Director of UTSA Training & Development UTSA Training Schedule UTShare Course Catalog Page 10 of 18

12 UTSA PEOPLESOFT TRAINING PLAN TERMS AND DEFINITIONS DEFINE Change Management PeopleSoft What is Change Management? CM helps our organization successfully manage the transition and acceptance of new processes and systems. What is the difference between CM and Training? Change Management- Helps transition and inform Training- Teach and train on how to use PeopleSoft and the associated tools (UPK) These following terms are pertaining to the PeopleSoft implementation project and PeopleSoft Training Plan Business Process: a collection of relation and structured activities or task to produce a specific service or product Business Process Guide (BPG): A document that states the collection of related structured activities or task that produce a specific business process Business Process Impact (BPI): A document that states the affect when a business process is changed. Change Management: A method to help stakeholders to accept and embrace changes to their business operation, process and culture. Change management's goal is to maximize an organization's benefits and minimize the change impacts on workers and avoid distractions. Critical Success Factor: An element or activity that is necessary for an organization to achieve its mission to ensure the success of a company or organization. Page 11 of 18

13 Functional Manager: The management authority over a unit or department within an organization. A functional manager will work with the project manager or lead on a project to negotiate researches such as employees, equipment or facilities. Functional Committee (FC): A group of representative or subject matter experts from different functional organizations or units that make decisions on business processes. Business process is documented in Business Process Guides. Functional Committee Lead (or FC Lead): A designated person who leads a Functional Committee Project Manager (PM): The person assigned by the Project Management Office and/or the performing organization to achieve the project objectives Project Management Office (PMO): An organizational body or entity assigned various responsibilities related to centralized and coordinated management of projects under its domain. Learning Management System (LMS): a software application for administration, documentation, tracking, reporting and delivery of training courses or training programs. UTSA uses Moodle as its LMS. Note: PeopleSoft s edevelopment can be also used as a LMS to track an employee s current education and training. Project Leads/SMEs Leads: The person who assists the project manager in leading the project. The project lead also manages and directs subject matter experts (SMEs) in project activities. SME = Subject Matter Experts: A person who is an expert in a particular area or topic. o o Functional SMEs/Back office SMEs/Teaching SMEs: The subject matter expert who works in the Campus Back Office who is not directly working on the project. They are working on business operation but may be asked to teach a course based on the training and direction that they receive from the Project SME and ore Functional Lead or Manager Core SMEs/Project SMEs: The subject matter experts who directly work on project implantation, course design, member or communicate directly with the UTShare Functional Committees Work Breakdown Structure: A hierarchical decomposition of the work to be executed by the project team to accomplish project objectives and create the required deliverable Mission statement: A formal business statement of details the objective of the UTSA training team. Vision statement: A statement of what the team would like to see in the future. Page 12 of 18

14 Objectives: Define results that must be achieved in order for the overall mission to be accomplished. Objectives must use the SMART (Specific, Measurable, Attainable, Realistic, Time-Limited) technique. Out of Scope: Work that either does not meet the project objectives or work that cannot be performed or not the responsibility of the project team. Scope: Work and tasks to be performed by the project team to meet the objectives of the project Test Case/Test Scenario: the case or instance where you will need to perform a list of actions or list of scripts. Test Script: a single task or action that will help complete a case or scenario User Productivity Kit (UPK): A training tool created by Oracle, to assist trainers in teaching end users on how to use Oracle products by recording, creating and publishing online interactive simulations, training aids, presentations and/or guides. UTShare System: The University of Texas branding of the Oracle PeopleSoft Product. UTShare will reference the collaboration of Univeristy of Texas campuses to deploy the new Oracle PeopleSoft product that will replace DEFINE/Datatel and develop common proceses. Scope Management Plan: The document that describes how the project scope will be defined, developed and verified and how the work breakdown structure will be created and defined, and that provides guidance on how the project scope will be managed and controlled by the project management team. (Section 3.1) Requirements: A condition or capability that must be met or possessed by a system, product service result or component to satisfy a contract, standard, specification, or other formally imposed document. Requirements include the quantified and documented need, wants, and expectations of the sponsor, customer, and other stakeholders Requirement Management: Documents how requirements will be analyzed, documented and managed throughout the project. Quality Management: A section of the project management plan that details the standard of the deliverables and who reviews approves and accepts the final deliverables for the project. Page 13 of 18

15 TRANING LEAD POSITION DESCRIPTON Job Role: FMS/HCM Training Lead Essential Responsibilities: I. Prepare Departmental Front office and end-user Training (classes/publications) supporting FMS/HCM Business Processes and Self-service. II. Implement and utilize training tools and environments, to include UPK, classroom, interactive webinar, one-on-one, online, etc. III. Schedule and setup classrooms for training delivery. IV. Deliver training for Front-office Departments and end-users in support of the FMS/HCM golive. V. Create/update training, procedures, documentation, and website in support of FMS/HCM Business processes. VI. Facilitate transfer knowledge from PeopleSoft Implementation SME s to other sustainment team members. VII. Assist Change Management as a liaison between the FMS/HCM project and campus Departments. VIII. Support PeopleSoft Implementation SME s in the development of back office training materials and desk procedures. IX. Participate in UTShare training initiatives, plans, and activities. X. Escalate issues to the FMS/HCM Functional Leads, Change Management Lead and Project Leads. Duties: I. Role Specific: a. Support FMS/HCM project timelines, deliverables and milestones. b. Prepare training scripts/materials, FMS/HCM To-Be Business processes impacting Frontoffice and employee FMS/HCM users. c. Conduct general informational training sessions for the Front-office and other groups as needed d. Support Functional Leads to prepare training scripts, manuals, documentation/materials, and FMS/HCM To-Be Business processes that impact Back-office FMS/HCM users. e. Establish process with FMS/HCM Technical and Functional Managers for receiving and applying update requests to Training materials. f. Create FMS/HCM Training scenarios and data with recommendations from FMS/HCM Functional Leads for the UTShare PeopleSoft training environments. g. Manage FMS/HCM Training instance including refreshes in coordination with UTShare Training Lead and ARDC staff. h. Setup, schedule and conduct the Go-Live/cutover training classes for end users. i. Provide input and feedback to FMS/HCM Upgrade project team on FMS/HCM Business process changes and Front-office procedures concerning FMS/HCM Departmental and employee Self-service transactions. j. Coordinate with the Training and Development Department to schedule training classes via the UTSA Learning Management System. Page 14 of 18

16 k. Work closely with the FMS/HCM Functional Manager, Technical Manager, and Change Manager to assure FMS/HCM training materials are accurate and effective. l. Prepare appropriate training documentation, website and resources for Go-Live and production Sustainment phone support of FMS/HCM. m. Conduct and provide training to provide FMS/HCM knowledge transfer to training staff as needed for go-live and production Sustainment. n. Attend FMS/HCM training and/or other training as scheduled. II. Project Administration: a. Provide weekly project status reports to the FMS/HCM Suite Lead. b. Manage and update FMS/HCM project tasks and completion schedules as needed. c. Manage and mitigate risks associated with role specific duties. d. Look for opportunities to accelerate the completion of project tasks. e. Attend FMS/HCM project meetings as required. f. Provide feedback to Teaching SMEs and classroom instruction. g. Communicate any relevant change management topics that impacting training. h. Communicate with ISA to implement security access for employees once notified that training has been completed. Reports To: FMS/HCM Functional Leads Managerial Responsibility: N/A FTE Requirements: (amount of time to be dedicated on the FMS/HCM Upgrade Project) 100% Competencies: Commitment to assigned Upgrade project tasks and schedules. Excellent communication skills Strong facilitation/presentation ability and comfort level with speaking in front of large audiences. Good teaching skills and ability to reach individuals having various application/technical skill levels. Experienced and knowledgeable of HSC business rules, processes and calendar. Solid understanding of Front-office PeopleSoft transactions, processes, workflow, reports and queries. Problem solving ability. Attention to details and quality. Good organization skills and ability to multi-task. Technical/functional awareness, flexibility and comfort with Training resource tools. Strong follow-up skills and commitment to the FMS/HCM project success. Superb customer service and Department relationship/communication skills. Team player who works well with others. Page 15 of 18

17 RISK REGISTER OVERVIEW We have the opportunity to transition the UTSA community from DEFINE/UT Direct to PeopleSoft while maintaining continuity of business operations. The PeopleSoft Training Team will facilitate, coordinate, and create training for UTSA employees on using PeopleSoft to increase efficiencies in university operations. In the future, we envision that the UTSA community will successfully integrate the PeopleSoft system into their business processes and daily operations. In this document, risks will be identified; a draft response will be developed. RISK IDENTIFICATION AND RESPONSE Evaluates the cost and response to named risks Risk Impact Mitigation Training labs are unavailable for class Class maybe canceled and discourages participation We do not have enough trainers/course instructors Unable to teach some courses or course will have to be reschedule until an instructor becomes available Confirm availability of the room the day before the course. Immediately the room reservation coordinator to check the availability of a nearby lab or room. Be prepared to facilitate class with or without workstations for attendees. Check for alternate facilitation methods to see if it s applicable. See if you can setup a Webinar: Setup GoTo meeting, attendees the Webinar info, training handouts and documentation and any links needed. Recruit 3 Teaching SMEs per course. Training Leads must be prepared to fill in where needed. Page 16 of 18

18 Last minute tweaks to the System Possible changes to training course content, documentation, or scenarios May not be able to communicate the change in time Last minute changes to the Business Process Technology Fails(computers, projector, Internet) PeopleSoft Training environments not available Possible changes to training course content, documentation, or scenarios May not be able to communicate the change in time Delay the start of course, Unable to teach the course Unable to allow participant to have experience in a live environment which can hinder the transfer of knowledge Change in Go Live Date Go live date change is due to an incomplete phase of the project. All timelines will have to be reworked. ISAs may not have appropriate skill sets, access and/or time to assign security Unable to allow participant to have experience in a live Page 17 of 18 Consult with the SMEs and CM to see if any system tweaks impact Business Process Compare and reconcile any changes that may be needed to course content and documentation Check the impact of current course content by meeting with SMEs Create supplemental material to incorporate into the course. Copies of any presentation should be available on the local machine in case the internet goes down Have electronic backup or hard copies of all training materials and presentations to use as in class references Be prepared to use UPKs and Screen shots to hold the training course Evaluate to see if the Training environment is essential to the course to determine if the class should be delayed or if training can continue. Evaluate how the go-live date impacts the training timeline. Prepare commination to attendees if go-live change impacts the current training schedule Reserve new dates for training courses Use UPK as alternative method of training Follow-up with ISAs to see how this will impact future training

19 Communication Breakdown between team members, Project Leads, Project Manager, Change Management lead and SMEs environment which can hinder the transfer of knowledge May cause duplication of activities or slip in activities, deadlines or deliverables Testing is not completed on time May impact the go live date or the training course content Increase meetings/communications with UTShare, Change Management Lead, SMEs and other Project Teams to see if any activities, deliverables or deadlines were missed. Evaluate the impact on the training courses and/or go-live date Immediately incorporate any results from testing into training course If weather closes UTSA campus, if so, reschedule courses Weather May impact attendance of course Decrease attendance of any courses Evaluate the need for the course Evaluate if information can be incorporated into another course Session cannot accommodate the amount of attendees Increase Demand for any or all courses Departments request personalized training Disgruntled attendees who were not able to attendee due to lack of space Look at scheduling more courses Look at having a webinar as an alternative facilitation method Confirm department specific information with the SMEs Incorporate department specific information and references into newly developed course Secure location and instructional aides for training Page 18 of 18