RAPPORT DE STAGE FREDERIC PIERRONNET PIERRO_A INTEGRATEUR PEOPLENET

Transcription

1 FREDERIC PIERRONNET PIERRO_A INTEGRATEUR PEOPLENET

2 SOMMAIRE SOMMAIRE CONTEXTE BACKGROUND OF THE COMPANY LOGICA s General Description LOGICA s Identity card Organization of LOGICA France HRP s Division PROJECT S CONTEXT Actors TERRENA s project PROJECT S ARCHITECTURE Project s Fonctional Architecture Project s technical architecture TEAM S ORGANIZATION Rapport de stage 2 / 22

3 1. CONTEXTE 1.1. BACKGROUND OF THE COMPANY LOGICA S GENERAL DESCRIPTION LOGICA is a European enterprise specialized in business management, technologies adaptation and externalization. LOGICA s group took its roots in the successive fusion and acquisition of a large number of business management and consulting companies such as Logica, CMG and Unilog. CMG was created in 1964 in Great Britain by the fusion of three companies (Collins, Mills and Gorman). It was a company of advice in telecommunication and information technology. In 1995 the company was publicly traded in London and Amsterdam s exchange. Unilog was created in 1968 in France. It was specialized in consulting for the information technologies and business management. Logica was created in 1969 in Great Britain and publicly traded in It was developed in information technology services for company in consulting business, information technologies adaptation and outsourcing. Created in 1969 Created in 1964 Logica and CMG made a fusion in 2002 creating LogicaCMG January 2005 : Acquisition of 60% of EDINFOR January 2006 : LogicaCMG buy group Unilog August 2006 : LogicaCMG buy group WM-data February 2008 : LogicaCMG become LOGICA May 2011 : LOGICA buy GESFOR in Spain Rapport de stage 3 / 22

4 In May 2012, the Canadian group CGI working in the information technologies and communications made a buying proposition to the group LOGICA of 2.1 billion Euros. This acquisition has been archive on 20 th of August 2012; unfortunately, that is a too recent change to be able to detail the consequences of this purchase LOGICA S IDENTITY CARD PDG LOGICA Andy Green PDG LOGICA France Jean-Marc Lazzari Registered head office London (United Kingdom) Activity Services, Industries, Finance Products Council, Systems Integration, Outsourcing Workforce (9 200 in France) Turnover 4,9 Bd (2011) Jobs Management consulting, management and information technology, systems integration and outsourcing Sectors and markets Public sector, Banking & Insurance, Telecommunications, Army, etc Rapport de stage 4 / 22

5 ORGANIZATION OF LOGICA FRANCE LOGICA mainly acts on projects of information system integrating a high dimension of consulting. The LOGICA group deploys on these projects its well-recognized skills in engineering, system s adaptation and outsourcing. On purpose to develop client s offer two complementary jobs are proposed by LOGICA: the consulting and the training. Below: the distribution of revenues between the various LOGICA activities: Turnover 29% 5% 43% Integration and developpement Consulting Externalisation 23% Training Rapport de stage 5 / 22

6 LOGICA FRANCE ORGANIZATION CHART LOGICA S ENTITY LOGICA France is divided in four distinct entities: - LOGICA Business Consulting - LOGICA ITS Paris - LOGICA Régions - LOGICA Outsourcing The two major entities are: LOGICA Business Consulting and LOGICA ITS Paris. Rapport de stage 6 / 22

7 LOGICA BUSINESS CONSULTING : The consulting entity of LOGICA has consultants in Europe including in France. Its main goal is to help companies to increase their performance by accompanying them during the implementation of their transformation and by valorizing the human dimension. This entity gives advice on the organization, their process and their management including their information system LOGICA ITS PARIS This entity, with more than engineers and experts in Europe is the biggest of LOGICA. It brings to companies its ability to communicate the most innovative technologies with existing systems. The system s adaptation division helps clients during the process of the management of information s system for: - Development technologies at the forefront of innovation. - Integration into the existing system. - Anticipation and help with the rapid increasing evolution of the technological environment especially through many service centers. Rapport de stage 7 / 22

8 HRP S DIVISION DESCRIPTION The HRP division (or Human Resource Performance) is the division where I have done my internship. Its goal is to work with issues related to human resources in companies. Through this division, LOGICA helps its clients with the standardization of their process and their technologies resources on the objectives of the HR functions. The services assumed by HRP s division members help the clients to increase their HR services level for their interlocutors, whether internal (employees) or external (candidates). The center focuses its expertise in three key areas: 1- The Human Resources : a. Optimization of HR s organizations performance and give them some objective control tools. b. Design and deploy the process and solutions of skill s management and training in complex or international company. 2- Administrative management : a. Increase services level b. Optimize the cost associated with the production of the pay slip 3- Time management, activity and planning: a. Move from a simple administrative information gathering to a real capacity of management and planning assignments for Human Resources. By focusing on key activities of human resources, LOGICA helps its customers to acquire a better management of their workforce. Rapport de stage 8 / 22

9 ACTIVITY The diversification of activities provided by HRP s division has a good reputation supporting clients in all phases of their projects. These different activities are: 1 Council Job s council HR development White paper payroll Process Optimization HRIS Council Urbanization Master plan Choosing help Organization council Organization of HR services Establishment of Services centers Council, in Job s council, in development and HR s optimization process in companies, HRIS s council or council in RH s services organization. These jobs are important in front end of projects to help clients to choose the best HR s strategy for their companies and the HRIS who suits the best to their particular situations. AMOA 2 FRONT END HRIS integration framework HRIS Auditing Specifications Design Assistance in general and detailed design AMOA expertise Functional test Third Application Testing Assistance in functional test and double paycheck calculation Transition Change management Starting help Deployments help Project Auditing Governance and Steering Transverse Coordination The AMOA («Assistance à Maîtrise d Ouvrage» in French) is present on all project phases. In front End, AMOA s collaborators help the client on the analyses of the existing system and the specifications redaction. During the conception, LOGICA provides to clients all the help they need to create general and detailed specifications. On the Functional testing phase, the AMOA offers to establish a Third Application testing or an assistance in functional test. Finally, in the transition phase, the collaborators establish a change management, assistance for the beginning and a deployment s assistance. We can also find this unit on project audits and on projects governance and steering for clients. Rapport de stage 9 / 22

10 INTEGRATION 3 General design Detailed design Development and Tuning Technical and functional tests Technical Assistance The integration starts with the creation of the general and detailed specifications. These documents will allow the development and the tuning of the HRIS. It ends with the technical and functional tests before putting the new system into production. 4 OUTSOURCING Infrastructure Hosting Third Party Maintenance Services execution in BPO mode The outsourcing, with infrastructure hosting, establishment of third party maintenance and the services execution in BPO mode (Business Process Outsourcing) consists in the extraction of a part or all the HR activity of the client by LOGICA s integrator. Rapport de stage 10 / 22

11 JOS AND ORGANIZATION In a more detailed level, across the different activities of HRP entity, there is LOGICA s team called skills or practices. Each team is specialized in one HRIS (or more for some teams). HRP France 190 HR Collaborators CA B AMOA 15 consultants SAP HR 35 consultants Council/AMOA Integration HR Access 60 consultants Meta 4 5 consultants GTA 20 consultants Solutions dédiées RH 30 consultants Certifi é Certifié Preferr HRP s entity includes six «skills»: The HR ACCESS skill: It is currently the first integrator of «HRa suite 7» s solution of HR ACCESS editor in France. It is today the most developed practice in HRP s entity of LOGICA France. With its 60 consultants in the 190 of HRP s entity, this practice position itself on the market with customers among the largest French companies. The SAP HR s skill: like HR ACCESS s practice, it is now the first French integrator of the SAP HR s solution. The Meta4 s skill: During my training, I worked for this particular skill. This skill is growing quickly and it is in charge of the integration of Meta4 PeopleNet solution. Rapport de stage 11 / 22

12 The GTA s skill is specialized in time and activity management on several HRIS such as Horoquartz, SAP or HR ACCESS. In fact, this activity of the Human Resources is often managed outside of payroll and administrative management issues and generally is poorly developed in the HRIS. Therefore, it requires a different IS who will work the central HRIS, and thus representing some full integration projects. The «solutions dédiées RH» skill and more precisely the Best of Breed are generally some solutions specialized in one of the HR s activities Meta4 s Skills Meta4 s skill goal is the integration of HRIS created with Meta4 editor s solution for our clients. Originally members of the skill «Solutions dédiées RH» with the other Best of Breed, the skill Meta4 has become independent really recently. The evolution of the solution and the fact of being able to compete with the other major integrators (SAP, HR ACCESS) have led LOGICA to devote to this activity as much importance as to other skills. The practice being emerging, it is composed of a few employees who must be versatile in all the activity, whether the client supports phases of the specifications with the development of general and detailed design but also on the development phase until the final integration of the HRIS for our client and support during the start-up of its systems. Rapport de stage 12 / 22

13 Meta4 s Skills Organization Meta4 s practice started to grow up in LOGICA and have now five employees and three students. LOGICA also have a third party maintenance team in Bordeaux s Meta4 s skill center created in 2009 and having 8 employees. SOL Bordeaux HRP Paris HRP Paris: JOBS : Council AMOA AMOE Advantages : Client s proximity Editor s proximity SOL Bordeaux: JOBS : Third party maintenance Advantages : Economic gains Rapport de stage 13 / 22

14 1.2. PROJECT S CONTEXT ACTORS TERRENA Terrena is a cooperative agribusiness French group created in 2004 by the fusion Cana, Caval and CGA s cooperative. With annual turnover of 4.4 Billion euros, farmer members and employee, Terrena is one of the biggest actor in French s agriculture and agribusiness. Terrena s adherent production is evaluated to 2.3 Billion euros, it is the equivalent of 10% of the agricultural production in the Great West, a key region in Europe. The group is devised in three big activity sectors: META4 Meta4, expert since 20 year in solutions design to Human capital s management, has been recognized a few years ago by the very famous analyst firm Gartner as one of the three worldwide major suppliers in management payroll and human resources applications. Meta4 offer HRIS solutions adapted to medium and big company s issue in every activities sector. Across the world, its solution Meta4 PeopleNet based on an advanced technology, deployed in licensed or SaaS mode, Meta4 is an answer of the of more than 1600 customers in more than 100 country. Rapport de stage 14 / 22

15 Since its creation in 1991, more than 18 billion people are managed by Meta4 application across the world. Rapport de stage 15 / 22

16 TERRENA S PROJECT The Terrena group is composed of three entities and each of them has its own HRIS. In order to unify these three entities, to have a stronger group identity and an homogeneous group s management, Terrena s group is looking for an HRIS to centralize this management. In September 2010, LOGICA, in partnership with Meta4, has realized suitability study who demonstrated that Meta4 s solution called PeopleNet is complete enough for natively answer to most of the functional and technical need of TERRENA s group. However, the project has some difficulties at the start. Indeed, the HRIS s group has been suspended. Fortunately, the entity Elivia had a more urgent need of a renewal of its HRIS and called LOGICA again to work on Elivia s HRIS project. Finalement, suite au CODIR (Comité Directeur) du 28/10/2011, le Groupe TERRENA a souhaité relancer le projet «SIRH Groupe» en étendant le périmètre du projet «SIRH ELIVIA» afin d initier la construction d un SIRH Groupe, et tout en permettant à la DRH Groupe de répondre à ses enjeux. Finaly, after the steering comity of the 28/10/2011, TERRENA s group wanted to relaunch the project HRIS Group by extending the scope of Elivia s HRIS project to initiate the construction of an HRIS Group and allowing group s HRD to answer its needs. The objectives of the first wave of this project are: 1. Implement the payroll of Elivia in HRIS group in Centralized the files of TERRENA s group employee in PeopleNet to allow a better management and implement evaluation and skill management s process 3. To provide indicators allowing the development of a group s social control At the start of the project, TERRENA s group s HRD recalled the main motivations of this project: - A consolidated and more reliable group s social report - A better skill and employee management - An IS payroll unified and some shared payroll s skills Rapport de stage 16 / 22

17 The goal is to keep Meta4 s standard as much as possible and made a maximum use of the system s possibility. TERRENA s interest is in the structuring ability of the tool. Rapport de stage 17 / 22

18 1.3. PROJECT S ARCHITECTURE PROJECT S FONCTIONAL ARCHITECTURE PeopleNet s Modules On TERRENA s project we will have to implement a large amount of module such as: - Personal s administration : This module contain all employees files - Organization : This module contain the description of all physical and legal structure of the company - Skill and Training This module contain information about individual skill and Training - Time Management This module is responsible of the schedule of the employees - Payroll calculation This module is responsible of the Payroll definition and calculation Rapport de stage 18 / 22

19 PROJECT S TECHNICAL ARCHITECTURE TERRENA s project has several environments to answer its many needs. There is some development s environments: Rapport de stage 19 / 22

20 And the preproduction and production s environments: Rapport de stage 20 / 22

21 1.4. TEAM S ORGANIZATION Meta4 s skill organization chart: Sylvain Cartier Skill s manager Renaud Lancrenon Sara Blouz Project s manager Technical and payroll expert Sophie Ruffault Hedi Ladram Skill s member Mohamed Medkour Thibaud Lecreux Frédéric Pierronnet Students Meta4 s Skill being the smallest of HRP s division, all its members who live in Paris are working on TERRENA s project. In a first time, we went frequently to the client s location, in Angers in order to establish the FCD (functional conception documentation) with him. During development phase, we moved to Pleyel s site. For the same raisons as mentioned above, team s member had to be versatile, however, some tasks have been assigned to precise member of the team. Sara Blouz and Thibaud Lecreux was assigned to payroll development, Hedi Ladram was assigned to ADB s configuration (ADB is the business management tool in charge of the creation of social s steering indicators). In the beginning of the development phase of the project, Mohamed Medkour, Sophie Ruffault and I were in charge of specification s development on Organization and Personal s management modules of PeopleNet. Then our task evolved. Therefore Mohamed Mekdour had joined Sara Blouz and Thibaud Lecreux on Payroll development. Sophie Ruffault went on Rapport de stage 21 / 22

22 ESS/MSS portal s development (Employee Self Service/Manager Self Service this is a web portal dedicated to managers and employees). And finally, I was assigned to database maintenance (for pure maintenance or the insertion of client s data) and to the development of the module called Interface cadres. «Interface cadres» is the module in charge of the transfer of all employees files and their maintenance (the projects being in three waves, all entities of TERRENA s group don t do the transition at the same time on PeopleNet, employees file will be updated every day from their old HRIS in order to begin the creation of their historical). Rapport de stage 22 / 22