DHL IT Team: Donald Newcomb, Sarat Chakravarthi

DHL IT Team: Donald Newcomb, Sarat Chakravarthi Don Newcomb – 480-375-6480, email: donald.newcomb@dhl.com PeopleSoft Desert RUGManaging contractors, overcoming issues, and completing projects on time at DHL

Objective of Today‘s Presentation Accomplishments and Successes Project Overview, Team Roles, and Responsibilities Issues Resolution, and Lessons Learnt Conclusion Questions Agenda

To share examples of how we managed our project team including how we managed our contractors. To discuss project successes and issues including how we worked when issues where identified. To discuss what we did right, and how in the future, we can do better. To hopefully share in our learning. Objective of Today‘s Presentation

We went live on January 1st as scheduled! Decommissioned three old PeopleSoft HR applications and one Payroll Mainframe application. New PeopleSoft 8.8 HCM application on new platform: Integrated ABF (Airborne Express) and DHL PeopleSoft HR systems. Converted all DHL employees from multiple applications. Successfully completed – 38 new interfaces 96 new reports 1,600 object customizations Accomplishments and Successes

Found only 5 minor development caused bugs. We did see a benefit from using contractors for development. Earlier developed interface took 2 ½ months to develop. Similar interfaces near the end of the project took only 2½ weeks. Accomplishments and Successes Contd..

DHL IT - Responsible for technical work (Design, Development, and Test) DHL Business - Responsible for the functional work (Requirements, Functional Configuration, UAT) Functional Side – One Project Manager Technical Side – One Project Manager The functional team was in Florida and the technical team was managed out of Scottsdale. HR departments were completing their integration during this time as well – Airborne, DHL, Danzas, and Loomis were multiple companies that were trying to become one. HR departments were trying to come up with one set of new HR processes. All HR, Payroll, and Timekeeping applications were recently moved to Scottsdale. IT for HR, Timekeeping, and Payroll was part of the business organization at one time, but recent business decisions moved all Americas region applications to Scottsdale. Project Overview, Team Roles, and Responsibilities

The business hired consultants to complete the functional work. We hired Qty = 2 employees and a team of contractors for the technical work. The employees were very experienced in both functional and technical work. We had one contracting company do development and a different contracting company to do quality assurance testing. Project Overview, Team Roles, and Responsibilities Contd .. Functional Project Manager Technical Project Manager Qty = 2, Key Technical Employees Functional Consultant Company Company #2 Consulting - QA Company #1 Consulting

HR Data Security The Project Plan Managing contractors A goal to work close with business Issues Resolution, and Lessons Learnt

Original Plan: Most development can be completed by contractors. Issue: Sensitive HR data needed to be masked in some cases. Much more work needed to be completed in Scottsdale than originally planned. Issues around data security caused turbulence on how we did planning. What We Did: We ended up using more Scottsdale located resources to make sure data security process were followed. Learning: For HCM and any HR project – Account for data security process Set this expectation with management - Early Issue # 1 – Data Security and using Contractors

Original Plan : We would have an integrated Project Plan with well managed milestones & dependencies. Issue (What Happened): We learned that functional information would not be available very early because business was working on HR process changes caused by the integration of the multiple companies. We had to plan for this fact, which was very difficult. What We Did: We developed a best guess milestone plan that hit the January date. This plan included a best guess at milestones and dependencies. In May we did ramp up approx 40% of the development staff with the purpose of becoming experts of the data. We reverse engineered old Airborne & DHL interfaces & reports. Issue # 2 – The Project Plan

Issue # 2 – The Project Plan We completed the Technical Specs as planned even though we did not have all the information from the business about their future processes. We initially built many of the interfaces & reports based on Re-engineering. We knew they would require rework. Based on Re-Engineering we completed Functional Configuration enough to allow the first conversion test cycle. Learning: We saw success – managing to the milestones regardless of whether we had all the information or not. We do realize that this may not work every time, but in this case where integration was going on, it really helped. It did turn out that the new business processes were similar enough to the old processes that this approach was beneficial.

Original Plan : We would be able to do all of the work with the staff we had. Issue (What Happened): Because of project turbulence – Contractors started to push back! Contractor estimates started to increase. They were estimating based on the fact that additional steps like re-engineering were part of the process. What We Did: We managed the staff – not the estimates! We made improvement the goal. We pushed and pushed to do more and more work in a more and more improved way. Take Away Clause – We took a couple of the more complicated interfaces and a majority of the conversion work away from our contractors. We never had to increase the staff above what we originally planned. We used employee leads to do the estimates & not the contractors. Issue # 3 – Managing Contractors

Learning: Manage the team and give the improvement goals. Give them more and more work and expect its completion. Don‘t let the estimates manage the project. We never had to bring on additional contractors so our budget goals were met. Having technical employee leads was critical Issue # 3 – Managing Contractors

Original Plan : We would work closely with our business to make this a successful project. Issue (What Happened): We were in Scottsdale, developers were at contractor sites, Business was in Florida What We Did: We knew that to be successful, we had to work together and make working together the norm. Because of the Re-Engineering we became experts of the data. This really helped. When the functional information arrived – We made it our goal to work close with the Functional side and work close throughout the development process. This really improved our process. Similar interface which took 2 ½ months earlier, took 2 ½ weeks by the end. Issue # 4 – Working closely with Business

Learning: Functional & Technical resources working together – The best way! The contractors did outstanding when we focused them on becoming the experts of the data. Because of this when we did work with the business, it was much more valuable. Issue # 4 – Working closely with Business

Conclusion • For HCM and any HR project – Plan for higher % local resources for Development and set this expectation with Management. (Account for data security up front) • We saw success in managing to the milestones regardless of whether the dependencies were met or not. • Manage the team and give them improvement goals. • Give contractors more and more work and expect its completion. • Don‘t let the estimates manage the project. • Functional & technical resources working together – The best way (Make it a Goal for your contractors)! • The contractors did outstanding when we focused them on becoming the experts of the data and become knowledgeable enough to work with and help the business. • Having technical employee leads was critical.

Questions

DHL IT Team: Donald Newcomb, Sarat Chakravarthi