National City’s Journey To PeopleSoft 8

1. National City’s Journey To PeopleSoft 8 Migration to a Self-Service Future Todd Saporito & Ed Walters Session 4609

2. Agenda • National City Overview/Background • Planning & Scope • Staffing • Analysis, Design & Development • Architecture • Testing • Training • Implementation & Current State • Q&A

3. National City Corporation • Founded in 1845. • NYSE:NCC. • Headquartered in Cleveland, Ohio. • Financial holding company with assets approaching $106 billion. • Operates more than 1,100 branch banking offices and over 1,600 automated teller machines (ATMs) in Ohio, Pennsylvania, Indiana, Kentucky, Illinois and Michigan. • Company Website: www.nationalcity.com.

4. National City Corporation (cont.) • Approximately 34,000 active employees. • PeopleSoft history: • Implemented V3.22 in 1995. • Upgraded to V5 in 1997. • Upgraded to V7 in 1998.

5. Background – Configuration before 8 • HR and Payroll V7. • Ben Admin outsourced to Hewitt & Assoc. • Shared Services Center outsourced to IBM. • Oracle database. • Sun Solaris database server. • Managers completed employee merit process using a custom access database and excel spreadsheets. • Moderately customized.

6. Planning • Planning began in 2000 when we evaluated whether we do nothing, upgrade, outsource, or migrate to a new vendor. • Decided upgrade to V8 was correct path to lay foundation for self service direction. • Began V8 planning beginning of 2001. • Focused on defining scope. • Began identifying resource requirements and developing staffing strategies.

7. Scope • Included the removal of all non-essential customizations. • Made the decision to move forward with self service but needed to decide which application to move to first. • Decision was made to utilize the eCompensation and parts of eProfile for the Manager’s desktop as our first attempt. • Additional Scope items included: • Eliminating custom hierarchy and utilize dept security. • Misc list of new functionality to implement.

8. Staffing • Staffing the Project: • Worked with business leaders to obtain qualified resources for each process area. • Brought in PeopleSoft resources for short duration to target a particular process. • Staffed external resources on project in positions where they were working closely with internal counterpart when possible. • Tried to utilize production support resources to minimize transition impacts. • Team consisted of approximately 23 dedicated functional resources and 15 technical resources.

9. Analysis & Design • Created process teams to focus on the following: • Identify customizations to be removed. • Understand how new functionality will impact their process and begin process reengineering. • Start identifying material for training. • Created an object repository to assist with customization evaluation. Huge effort but huge payback. • For critical areas we created SWAT teams to review options and recommend solutions.

10. Development • Utilized PeopleSoft Upgrade Lab to perform database upgrade. • Assigned 2 resources to handle upgrade process: • Supported upgrade lab. • Performed migration steps for database builds. • Migrated code to each database. • Used PS Change Control Feature and Harvest for SQRs, scripts. • Plan to have multiple databases during development to support development, testing, demo and training.

11. Development Challenges • Overwhelmed by the number of patches/fixes to review (over 250). • The technology change from V7 to V8 including the additional components challenged the staff. A lot to learn. • The initial cutover scripts ran for days instead of minutes. • Struggled to find Variable Comp experienced resources within PeopleSoft. • eCompensation and eProfile modules required more customization than anticipated.

12. Architecture • Physical N-tier running PeopleTools 8.14.12. • Designed to support 250 concurrent users. • Web Server - Two W2k servers running weblogic. • Application Server - Solaris Server w/ 10Gb Mem. • Oracle Database Server - Solaris Server w/ 8Gb Mem. • Process Schedulers - One W2k server and one running on database server. • Database is 60 Gig. • Windows client still distributed to small user group.

13. Architecture (cont.) • Items to consider: • Stress test!!! – architecture was new in our organization. • Identify your concurrent user population (needed for sizing). • If purchasing new hardware, move into a ‘quiet production’ prior to implementation. • Make sure your information protection group is onboard especially if you have never used SSL before. • Read PeopleSoft’s current desktop requirements and understand your end user population. • Develop a cache maintenance strategy for app servers and process schedulers.

14. Architecture (cont.) • Items to consider (cont.): • Understand usage limits and develop a process to maintain them. (e.g. Shutdown process schedulers during batch, or bounce web server every night @ 9 pm.) • Understand how Query/Reporting tools need to be used in your organization. (Tools 8.14.12 required us to still distribute windows client for query users due to limitations in web interface.) • Include process scheduler training for end users especially if you have a NT process scheduler and Unix process scheduler. • Stay on top of all patches/releases besides just PeopleTools. (e.g. Weblogic, Tuxedo, etc.)

15. Testing • Completed Unit, System/Integration, Stress and User Acceptance Testing. • Assigned a test team manager who created testing plan. • 2 months for System/Integration Testing – 2 months for User Acceptance Testing. • Version control processes were critical during the testing phases to ensure proper object migration. • Utilized a problem log database to log and track all testing issues.

16. Testing – Stress Testing • Very critical in V8 due to the architecture advancements from V7. • Utilized Mercury Interactive tool. • Stress testing conducted on hardware slated for Production. • Identified concurrent users and broke out into specific transaction types to replicate a true stress test. (e.g.. Data entry, reporting, online lookup, updates, queries.) • Uncovered some performance issues which we were able to correct.

17. Testing • Items to consider: • Plan to have both technical and functional resources assigned to testing support and execution. • Ensure issue tracking tools and resolution processes are in place and communicated. • Develop a solid interface testing strategy. • Stress Test – so many new components in V8. • Ensure batch testing is completed within testing cycle and full schedule runs occur.

18. Training • Consisted of 3 Phases: • Train the Team • Train the Trainer • Train the End User

19. Training – Train the Team • Majority of project team resources had little to no V8 exposure. Utilized different methods: • Approximately 46 people received training. • Brought PeopleSoft onsite for large group delta classes. • Sent resources externally for specific PeopleSoft classes.(Security, App Engine, etc.) • Utilized PSAdvisor and customer connection. • Conducted multiple brown bag/knowledge transfer sessions amongst the team.

20. Training – Train the Trainer • Needed to develop an internal program that could be repeatable: • Created 18 trainers. • Identified process experts in the field. • Hired a training consultant to work with internal staff to develop training program. • Process experts contributed to developing the training material for their area. • Trainers brought onsite to learn material and training techniques.

21. Training – Train the End User • The Self Service foundation and new GUI created a demand for additional training of our end users: • Approximately 320 HR professionals and 1200 Managers. • NCC trainers conducted sessions in the field. • Purchased and customized PeopleSoft’s Web-Based Learning Assistant for self help. • Created a command center specifically designed as a PeopleSoft hotline outside of normal IS help desk.

22. Implementation • Planning was essential – reviewed plan with entire team. • Performed multiple practice cutovers and one formal dress rehearsal. • Created a hotline and voicemail recording for team to obtain updates. • Created a command center to focus team. • New Year’s Eve 2001 Party – Started Friday, Dec 28, 2001 and brought system backup Jan 02, 2002. • Overall – very smooth transition.

23. Post Implementation Support • To address problems quickly we developed a PeopleSoft command center to log problems and work directly with team. (Duration: 120 days of operation after implementation.) • Technical & Functional teams held daily flash meetings in the morning to review problem status and progress. • Utilized the intranet home page to post hints as problem trends were identified to assist users. • The support process was identified and communicated to team prior to implementation.

24. Post Implementation Support (cont.) • Problem areas after implementation: • General usage questions or confusion: • The PeopleSoft Command Center quickly answered user questions which minimized confusion in the field. Center was staffed with the process experts from the project team. • Some existing interfaces began to have problems: • Determined some 3rd parties tested interface load but didn’t fully validate data values (eg. Some xlat values changed). • PSQuery users were impacting performance: • Lowered query timeouts and amount of data they could return. Also capped the amount of concurrent queries that could be run.

25. Post Implementation Support (cont.) • Resource Transition – preventing knowledge from walking out the door when resources roll off (internal and external): • Maintained critical resources on team through first month of support. • Created a resource skill set matrix for technical resources to identify gaps in the internal knowledge and develop a transition plan. • Assigned each departing resource a knowledge area where they were responsible for insuring it was properly documented. Also required them to conduct a knowledge transfer session on that topic.

26. Current State • Operating on V8 since January 2002. • System has been stable and meeting end user performance requirements. • Command Center has been shut down: • General process knowledge questions now handled by generalists and SMEs in the field. • Technical problems now addressed through corporate IS help desk. • Positioned for a self service foundation.

27. Critical Success Factors • Strong Sponsor support. • Staffing, Staffing, Staffing!!! – Obtained the best qualified resource whenever possible. • Solid Training strategy from team to end users. • Stress Testing provided valuable input on finalizing the architecture configuration. • Practice mini cutovers and full dress rehearsals helped ensure a smooth cutover. • Creation of Command Center after implementation prevented small problems from becoming disasters.

28. Q/A • Todd Saporito – National City Corporation SVP, Corporate Human Resources Director, HR Project Management & Technology Services todd.saporito@nationalcity.com • Ed Walters – Right Team, Inc. Senior Manager ewalters@rightteam.com