ensuring fiscal responsibility and transparency with the cloud
TRANSCRIPT
Sherry AmosDirector of Market Development, Education and Government
Workday
The Leading Enterprise Cloud for Finance and HR
Workday Confidential
The Leading Enterprise Cloud for Finance and HR
19,000,000+workers under contract
21,000,000,000+transactions in 2015
45 millisecondmedian response time
8.2 monthsaverage go-live
257go-lives in 2015,
1/weekday
#31100 Best Companies
to Work For, Fortune
#2Best Workplaces in Ireland,
Great Place to Work Institute
100+education and government
organizations
Workday Confidential
Your Success Is Our Success
Andrew Sisk
Auditor-Controller
County of Placer
Productivity
SaaS
HR/Payroll
Financials
Dec 2016
Nov 2016
Identified and prioritized requirements for a new ERP system aligned with the County’s current & future business objectives
May 2016
Jan 2016
Procurement Division issued RFP, 2000 notices sent, 200 + firms reviewed requirements
Oct 2016
2015
8 proposals received and reviewed by a multi-department evaluation team with oversight from the Project’s Executive Sponsors
2014
Developed an ERP Business Case Report that evaluated the feasibility of replacing the County’s financial and HR/Payroll systems
Preliminary ERP application demonstrations by Oracle, Sungard, and Workday
Overview of existing ERP applications measured against current industry technologies
ERP Discovery & Steps
Oracle Insight Report
Demo ERP Systems
ERP Business Case Report
Develop RFP Scope &
Requirements
Issued RFP
Proposal Evaluations
Selected top 4 firms to conduct demonstrations of proposed systems
Proposed SolutionDemo’s
Final Demo’s
Invited top 2 firms back for final evaluation and identified recommended firm
Executive Sponsors
Auditor-Controller, County Executive Officer, Human Resource Director, and Director of Administrative Services
Case Study/Feasibility Report
Identify & Prioritize Business Objectives
Align Project Goals against Overall County Goals
RFP Evaluation Team
Auditor-Controller’s Office, County Executive Office, Community Development Resource Agency, Human Resources, Department of Public Works & Facilities, Information Technology Division, and Procurement Division
Review & Evaluate Proposed Solutions
Participate in Vendor Demonstrations
Recommend Proposed Solution
Project Implementation Team
Auditor-Controller, County Executive Office, Human Resources, Information Technology and Procurement Services
Implement ERP System
Monitor Implementation Milestones
Mitigate Risks
Monitor Costs
Measure Productivity/Effectiveness
Executive Technology Steering Committee
Auditor-Controller, County Executive Officer, Deputy CEO, Human Resources Director, Sheriff Captain, Director of Public Works and Facilities, Director of Health and Human Services, and Director of Administrative Services
Meets Monthly and Provides Decision-Making on Big Issues
Approves Change Orders Over $250k
Will be Apprised of any Slippage to Go Live Dates
Makes Business Process Policy Decisions Where Consensus is not Reached
Leadership Committee
Auditor-Controller’s Office, County Executive Office, Community Development Resource Agency, Human Resources, Sheriff, Department of Public Works & Facilities, Information Technology Division, and County Counsel
Meets Bi-Weekly, Project Manager Reports to Them and Leadership Committee Reports to Executive Committee Monthly
Responsible for all Decision-Making when Project Team Cannot Readily Make
Reviews and Approves all Critical Deliverables
Approves all Payments to Integrator
ERP
Replacement
Project
Team
02/21/17
Board of Supervisors
Executive Technology
Steering Committee
Business Process
AnalystPayroll Manager
Managing Accountant
Auditor
Senior Information
Technology Analyst
IT Specialist
Accountant Auditor I
Accounting
Technician
Administrative
Technician
Senior Accountant
Auditor
Accountant Auditor I
Senior Accountant
Auditor
Buyer II
Budget Analyst
Project Manager
Leadership
Committee
Sierra Cedar
Business Process
Analyst
Senior Information
Technology Analyst
Information
Technology Analyst
II
Security Technician
The Leading Enterprise Cloud for Finance and HR
Software as a Service (SaaS) Transition Model
Disaster Recovery Site
Primary Data Center
Staffing Resources
Software Maintenance/Upgrades
Consolidation
and
Optimization
Single Consolidated System
Cost of Ownership
Transition of Operational Duties
Staff Reassign to Strategic Roles
Security
Reliability
o Accounting System at End of Useful Life
o Cannot Handle any Further Automation
o HR/Payroll System Expensive to Maintain
o Users Want Enhanced Functionality
o Timecard Processing Inefficient
o Many Stand-Alone Systems and Difficult for Users
o Personnel Action Forms Processing Inefficient
o Manual Process, 5-part Form, Takes Weeks to Process
o Inefficient Reporting
o Many Stand-Alone Systems used in County Departments as Work Arounds
o Document Management System Separate from Core System
o Does not Support County Executive Office Initiatives
o Priority Based Budgeting (Current Accounting Structure does not Support)
o Employee Engagement
o Cost Savings
o One ERP Platform, No Data Center/Hardware to Maintain
o Support Unit
o Reduce Redundancy of 3rd Party Systems
o Access to Network of Users All on Same Version, Sharing Ideas
and Solutions
o System More Intuitive, Quicker to Process Transactions and
Easier to Retrieve Information
o Automation
o Workflows, Self Service, Reporting, Analytics and Dashboards
o Mobile Capability
o Recruiting Tool for New Employees
o Dedicated team responsible for performing acceptance
testing of future upgrades and system enhancements
o Two mandatory updates per year; every customer is on
the same version
o County helps drive vendor’s product road map
o Composition of post implementation support team
o Two Business Process Analysts
o Two Technical Staff
o Two Functional Staff (Auditor and HR)
