oracle open world- 2 october 2017 esa redesign @ cognizant · • facilitate consulting model (i.e....

© 2017 Cognizant © 2017 Cognizant

Oracle Open World- 2 October 2017

ESA Redesign @ CognizantBiswarup Barman- AVP, IT- Enterprise Applications - CognizantBill Gibbard – VP PeopleSoft Practice – Newbury Consulting

© 2017 Cognizant 2

Foundedin 1994 (CTSH, Nasdaq)

HeadquartersTeaneck, NJ

100+ GlobalDelivery Centers

~256,800Employees

Revenue$13.49B in 2016$7.21B in H1 2017

Revenue MixNA: 77.8%Europe: 16%RoW: 6.5%

Newsweek’s2015 World Green Rankings

ForbesFast Tech 25

Fortune’sMost Admired Companies Years in a Row

ForbesGlobal 2000

Fortune500

Financial TimesGlobal 500

Cognizant (NASDAQ-100: CTSH) is one of the world’s leading professional services companies, transforming clients’ business, operating and technology models for the digital era. Our unique industry-based, consultative approach helps clients envision, build and run more innovative and efficient businesses. Headquartered in the U.S., Cognizant is ranked 205 on the Fortune 500 and is consistently listed among the most admired companies in the world.

*Digital Revenue ~23% of total in 2016

It's Time for a ReDesign –Customer Success Story with ESA

Oracle OpenWorld 2017October 2, 2017

Newbury CredentialsCompany Background: • Founded 2005• 60+ consultants• Extensive US and EMEA experience

Notable Customers:Mission:

PeopleSoft HCM, Financials, Supply Chain, ESA

Oracle Cloud Talent Acquisition (Taleo)

Staffing – Consulting – Healthcare – Life Sciences – Gov’t Contracting

Help clients drive revenue, reduce cost and manage talent through optimal deployment of PeopleSoft and Taleo HCM and Financials suites

New Module Implementation, Deployments

PeopleTools Upgrades

v9.2 Application Upgrades

Managed Services / Application Support

Optimization Analysis and Recommendations

Taleo Implementations and Integrations

Offerings:

1 Business Case for ReDesign

2 Objectives

3 Scope & Approach

4 Change Management

ABSTRACT

Many customers can identify with the desire to redesign their Financials ERP solution. This client originally implemented FIN and Projects (ESA) many years ago. Business has changed over time and The organization recently took the initiative to take necessary big steps to optimize its system and business processes. This session will highlight process and system changes involving time entry, cost of labor, pricing and approvals, billing, revenue, project reporting.

Agenda

5 Conclusion/Takeaways

© 2017 Cognizant 6

Business Case

© 2017 Cognizant 7

Why ESA Redesign? The Drivers Of Change

~35K associates

2007

Growing projects & complexity

Diverse business profilesacross Industries/Services to Products/Platforms

The need for robust, scalable & flexible systems to manage the growing workforce

Growing # of strategic acquisitions

Need to integrate better with emerging businesses

Need to have enhanced financial reporting systems

Need for a stronger backbone … A Redesigned ESA!

~250K+ associates

2017

© 2017 Cognizant 8

Purpose

Transform Cognizant business processes and systems to facilitate ongoing revenue growth:

Cognizant’s business has evolved, and processes and systems are being redesigned to support this evolution.

This will also allow Cognizant to more easily acquire and integrate Companies which have greater consulting and SW footprints.

Customer/ Opportunities

Project & Contract

Setup

ResourceAssignment

Time Entry & Approval

Billing & Revenue

Project Costing &

Accounting

Management Reporting

Business Case

“Re-do” configuration from initial implementation• Project`-Contract Multi-line relationship• Reporting from Project to Contract• New Activity Structure by service lines• Source Type, Cat, Subcat

• Expansion of GL Chartfields • New PRODUCT & Flex CF1 dimension• Re-do Reporting Trees

• New Product Offerings• Capital Projects & Cost of Labor • Regulatory – New Revenue Recognition Standards

Business Case

Organic Growth• COA Redesign• Capital Project Integration• Improved Operational Reports• Delivery Self Service assignments• Retire customizations around time entry

When it was small, it was okay to be manual. But these areas have grown!

Business Case

Acquisition integration• Product IP line of business

• Sales & Revenue• Software Development

• Custom Transaction based processor • Licenses & BPO

Integrated ERP means integrating this new business into our existing ERP

ReImplement vs ReDesign

topic Functional Upgrade ReDesign ReImplementDatabase Within Within New target database

Configuration No updates Updates UpdatesConversion None None

*May be updating values so scripting and conversion-like SQL exists

Significant

Business Process Optimization optional Optimize OptimizeNew Features Uptake Uptake Uptake

Upgrade Yes Can be part of upgrade or independent

Can reimplement to latest version

PeopleTools Uptake

Can deploy latest tools including FLUID, WorkCenters, Online Analytics, Activity Guides, Related Actions, etc.



© 2017 Cognizant 13

Scope


Program ObjectivesImprove Employee Experience Support New Businesses

• Ease administrative overhead in project creation, assignment, timesheet, and travel & expense

• Enable PeopleSoft WorkCentre allowing for a greatly enhanced user interface

• Allow anytime/anywhere access via mobile application

• Enable software and intellectual property-focused businesses

• Facilitate consulting model (i.e. smaller and shorter projects)

• Support shared services business models

R

NE

GCreate Reporting Immediacy

• Deliver financial and operating information more quickly and more frequently

Facilitate Growth

• Scale business processes to support growth

• Leverage delivered PeopleSoft functionality

• Enable new, leaner and faster features


Functionality Impacted/Redesigned

Timesheet

GL & Management

Reporting

Projects & Contracts

Expenses

Billing and Revenue

Products Enablement

ESA Redesign


Mobile TS – Landing Page


ESA Redesign - Context for Quick Assignment Request

Customer/Opportunities

Resource Assignment

Project Setup

Timesheet/Entry &

Approval

Billing & Revenue

ManagementReporting

• Minimize time to assign resources to projects to enable Weekly Timesheet and Weekly P&L

• Accelerate downstream process efficiency for those currently dependent onassignment

(e.g. Travel, Assets and Facilities services provisioning) and improve employee experience)

• To maintain clean assignment statements for downstream processes & reconciliation


System Steps: Accessing the QAR Functionality


System Steps: Create QAR


System Steps: Approve/Reject QAR


Redesigned MSS Homepages- Mobile and Desktop


Approach

Plan

•Define the scope

•Plan Discovery and Global Design phases

•Create project governance

Discovery

•Current State Business Processes and System Architecture

•Key Metrics•Future State

Requirements

Preliminary Global Design

•High Level Fit/Gap•High-level

configuration & process design decisions made

•Preliminary RICE•Change Mgmt.

Strategy•Deployment

Strategy

Detail Global Design

•Complete configuration & process design

•RICE Functional Designs

•Future State Blueprint

•Conversion, integration, reporting & security plans

Before embarking on a phased deployment approach, it is important to establish a solid global design that serves as a foundation for each deployment. The project began with a complete Discovery and Global Design phases in order to ensure that business objectives, requirements and the interdependencies between underlying data, systems and processes are fully understood and documented. This served as the basis for the selection of a deployment strategy.

Approach

Approach – Phased Deployments

Program/Project Management

Discovery

Global Detail Design

Planning

Build

Testing

User Readiness

Deploy, Support

Plan Discovery & Design

RICE Functional Designs Complete

Requirements UnderstoodHigh Level Fit

UAT Complete

Go Live

Configuration and Development Complete

System Testing Complete

Preliminary Global Design

RICE ListChange Mgmt StrategyDeployment Approach

Deployment Specific Design

RICE Functional Designs Complete

Deployment Phasesiterative and overlapping

• By Process. NOT by Module• Team

• IT BA• Accounting• Process Owners

• Onshore and Offshore• Headquarters and Global• Newbury Consulting!

• Process Experts lead to ReDesign

Time

Costing

Billing

Approach – Team Structure

DoThingsDifferently


Change Management


Communication Activities

• Launched site as single source for program content, including program overview, training resources and FAQs

• Launch note sent to all Cognizant employees announcing site

• Developed two videos hosted on the site – CFO and COO messages on the ESA Redesigned journey and new features

ESA Redesigned Website

• Introduced ‘Expense without Assignment’ to all of Cognizant

• Introduced ‘Project Setup Optimization’ to Project Managers, Finance and Shared Services

• Introduced ‘Shared Resource Pool’ to COOs, BU Ops, Finance and Shared Services(Communications describe what’s changing, expected benefits, and process highlights)

Targeted / Branded

Communications

• Landing page for ESA Redesigned Program featured on C2020 website, links to ESA-R website

• News item on Expense Without Assignment, Project Setup Optimization and Shared Resource Pool

• Article describing ESA Redesigned program developed for C2020 monthly newsletter

Linkage to C2020 Initiative


Driving Change through a “Change Agent” community

Ask

Use existing list of C2020 change agents and on-going cadence

Connect 1-1 with BU Leadership to review / augment list

Finalize change agent list (preferably, SM+)

Approach

Change agent forums to share program updates Information packs on upcoming changes Social media platform (Yammer) In-person connects during roadshow events

Engagement Model

OCMTeam

CA

CA

CA

CA

CA Be an early learner of upcoming BU changes Offer input on change plans and tactics Provide feedback on UI design and layout Informally assess BU “pulse” and relay feedback Be willing to “talk up” the change, as needed

ILLUSTRATIVE


Conclusion


Impact & Benefitso Quicker visibility to project performanceo Improved management reportingo Ability to comply with new revenue standards (ASC-606; IFRS 15)o Tighter controls over billings, revenue using delivered, upstream processingo Quicker monthly close processo Ability to track, automate capital projectso Ability to lower total cost of ownership and increased system maintainability through removal of customizations

ESA

Delivery Excellence

Project Request/

Setup

Contract Setup

Resource Assignments

Contingent Labor

Expenses

Asset Capitalization

Management Reporting

Quicker visibility to project performance• Untie rev process from month end close• Untie revenue from billing• Provide weekly cost numbers• Better use of activity -> quicker revenue, retire significant bolt-ons (PAS, EBS)• Retire manual processes for ~10% associates whose time is not entered, approved• Utilize delivered processes for standard costing

Improved management reporting• Add Product x-field for new business• Better use of Department dimension in GL for improved reporting on vertical,

horizontal, SG&A• Provide more flexible model for "project profiling" • Retire database used for horizontal reporting• More details in PC means better operational data to BI Tool

Management Reporting!!!


Key Takeaways and Learnings

• Prioritization• OCM• Ecosystem impact/up & downstream• Global requirements/design• Fluid/html based UX/Mobile• RM changes to support a large Professional Services Org• Role Redesign• Reimplementation vs Redesign

Investing on keeping the core Peoplesoft backbone healthy and robust- to support the Cognizant of tomorrow…

Clouds or Sun

Benefit PeopleSoft CloudGet out of hardware business

More easily stay current

Usability (click count, deployable, mobile)

User Interface (modern, intuitive, contextual)

Real time analytics

oracle open world- 2 october 2017 esa redesign @ cognizant · • facilitate consulting model (i.e....

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