Workday Network

Patti RoweJulie Vlier

Jane Zbyszynski

March 30, 2016

Welcome

Agenda

• Introductions • Workday Project Demo and Overview• Workday Network and Ambassadors: Roles &

Responsibilities• Understanding Change and the Network• Going Forward

Introduction and Purpose

• Who we are– Patti Rowe– Julie Vlier– Jane Zbyszynski

• Purpose of the Workday Network– Communicate key messages and information quickly – Represent your agency/department – Provide feedback and advice to ensure

understanding of concerns and expectations

Introductions

In 3 minutes talk with 3 people and tell them who you are and what you know about Workday or how you

think this project will impact your agency/department.

Why Workday?

Enable us to be faster, smarter,

and more efficient in the way we

work

Reduce manual workloads and streamline business

processes while maintaining accurate data

Provide a friendly, easy to access user experience

Permit employees to securely manage their personal and work information anytime, from anywhere, and on any

device.

Project Update and Demo

This multi-year program will implement a new Enterprise Cloud Applications called Workday for the City and County of Denver, including Denver International Airport.

This solution includes the replacement of the PeopleSoft for:• Human Resources• Purchasing• Payroll and • Financials applications.

This program will redefine how our departments do business, impacting all employees of the City and County of Denver. It is targeted to go live in 2017.

Workday is a SaaS solution, offering a unified platform, increased user experience, configurable application.

Sierra-Cedar will provide professional services for the deployment of the Workday software.

Plan Architect Configure & Prototype Test Deploy

Project Management, Change Management, Knowledge Transfer & Training

Project Team Assembled

Project Plan and Charter

Communication Plan

Initial Prototype Tenant (P0)

Project Kick-off

Conceptual Designs

Detailed Business Process Design

Integrations & Reports Discovery

Review & Approve Design

Solution & Gap Analysis

Configuration Prototype Tenant (P1)

Unit Test, Validate Configuration

Build Integrations & Reports

Final Configuration Prototype Tenant (P2)

Create System & UAT Test Cases

End to End Test

Prototype Tenant (P3)

User Acceptance Test (UAT)

Parallel Testing

Training

Tenant (Gold)

Production Data Conversion & Configuration

Go-Live Checklist

Go-Live!

Post-Production Support

Close-Out

Methodology

Delivery Assurance

Framework forSuccess

Go-Live

2015 2016 2017

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

Jul

Business Process Alignment

Stage 1 – Plan

Stage 2 - Architect

Stage 3–Configure & Prototype

Stage 4 – Test

Stage 5 – Deploy

PM and CM

We Are Here!

HCM/Payroll Timeline

Go-Live

2015 2016 2017

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

Jul

HCM/Payroll Phase

Stage 1 – Plan

Stage 2 - Architect

Stage 3–Configure & Prototype

Stage 4 – Test

Stage 5 – Deploy

PM and CM

We Are Here!

Finance Timeline

Your Role in the Workday Network

The Workday Network...

Is:•A team located across CCD to help users through

change and continuity efforts•A two-way communication channel to ensure rapid

and accurate communications within the business•A group of people who influence positive change•A formal network to leverage peer to peer

communications

Is Not:•A replacement for existing communication

mechanisms.•A substitute for the existing management structure•A decision-making body

• Represent your agency/department

• Good communication skills to champion Workday and the project

• Motivated and motivational

• Knowledge of organizational structure and business processes

• Ability to influence others - strong, informal network of peers

• Work effectively with all levels of the organization

• Ability to identify impact of process and recommend changes

Why you?

16

Get people’s attention and build a consistent vision

Maintain awareness and reinforce the transition to

Workday

Embed changed business processes into daily life

Be a visible presence of support and information (with excellent communications!)

Strengthen knowledge sharing and collaboration

Establish a foundation for change that can be used on

future Workday updates

What are we trying to accomplish?

Workday Network

Communicate information as to

how employee roles and processes will or will not change

Involve the organization in

process redesign activities to facilitate

ownership

Determine training needs around new

roles and responsibilities, processes, and

system functionality

To ensure that individuals understand changes related to the Workday implementation,three key elements will be addressed throughout the project:

Change Management and the Workday

Network

Business Process

Alignment

• Change Readiness Assessment

• Stakeholder Engagement Workshops

Communication Stakeholder Engagement Knowledge Sharing

Plan ArchitectConfigure

&Prototype

Test Deploy

• Establish Change Ambassador Network

• Communication Plan

• Communications toEmployees

• Training Strategy

• Knowledge Plans

• Business Process Impact Analysis

• Change Readiness Assessment

• Training Needs Assessment

• Training Curriculum

• Training Content Development via Workday Adoption Toolkits

• Training Preparation

• Cutover Support

• Change Readiness Assessment

• End User Training

Change Readiness Approach

Why is Change Management Important?

Ensures Employees Are Ready to Perform at Go-Live “RPS Model; Ready – Perform – Sustain”

Original Level

Lowest Point (during transition)

Change Launched

Achieve Desired Level(adoption)

Learning Curve

Time

Help build ownership

Promote understanding

Are advocates for change and Workday

Communicate “what’s in it for me”

Communicate Agency needs

Training Support

Tester

Subject Matter Expert

Agency Contact

The Ambassador World

• An Ambassador may fit into one (or more) categories

• The role may vary depending on your agency/department needs

In the beginning…

necessary to participate in systems change

None of the beliefs, skills, knowledge

All of the beliefs, skills, knowledge

Over Time

necessary to participate in systems change

None of the beliefs, skills, knowledge

All of the beliefs, skills, knowledge

Goal

necessary to participate in systems change

None of the beliefs, skills, knowledge

All of the beliefs, skills, knowledge

Individually, think of one successful or unsuccessful change effort you were involved in and describe the characteristics of

change you observed.

Then, share your experiences and develop a group list of requirements that the Workday Network can do to make the

Workday project successful.

Exercise: A Change Experience

Workday Website

• It is our digital brochure for Workday• Specific place for Network• Resource for all employees • Let’s take a look at the website

www.denvergov.org/workday

Resources

• FAQ and Key Messages• List of the Workday Network Ambassadors• List of the Workday Project Team members• What else do you need?

Your Next Steps

• Identify the key meetings in your agency that you should attend to inform people about Workday

• Determine the most effective forms of communication for your agency

• Spend 1 - 2 hours a month on Workday – as we get closer it may increase

Going Forward

• Meeting cadence– 1 hour monthly

• Use the website to get more information• Additional Questions:

Workday@denvergov.org– Julie Vlier– Patti Rowe

Thankyou!