2007OHUGUpgrade

8/3/2019 2007OHUGUpgrade

1/52

Put your company logo here

Upgradefrom 8.x to 9.0

Upgrade from 8.x to 9.0


2/52

Speaker

Stephen Roche, CEO

16 years of IT industryexperience

12 years of ERP consultingexperience

12 years of consulting businessmanagement

Former Chairman FSI SIG

PeopleSoft v.5.0 v.9.0

Over 40 PeopleSoft projects

In Tahiti on Vacation!

Michael Stutz, an Actual Worker

22 years of IT industryexperience

13 years of PeopleSoft consultingexperience

I havent done any actual ProjectManagement

Hard Worker & Good Consultant

PeopleSoft v.2.11 v.9.0

Lost Track of PeopleSoft Projects

Here to share this information &try to ensure you go home with

something useful.

I AM NOT . . . . . . BUT I AM


3/52

Agenda

SMR Consulting Background (Brag a Little)

Why Upgrade to HCM 9.0 with eRecruit

Projects 101

Technical Overview (By an Actual Techy!)

Tips & Tuning Questions & Answers


4/52

SMR Consulting Background In Business Since 1995

5 offices in the United States and 1 in Canada

Philadelphia

Orlando

Chicago

Dallas

San Francisco

Toronto (This is the one in Canada) PeopleSoft Customer Since 2005

Purchased Entire HRMS Suite including eApplications

PeopleSoft/Oracle Partner


5/52

Why PeopleSoft?

Offices Located in Multiple States

Expansion into International Operation

(Oh, Canada!)

. . . eh Rapid Company Growth

(over 67% past two years)

Inadequate Recruiting and Hiring Controls

Inferior Current Systems

(Was it SAP? Maybe Quickbooks Pro?)


6/52

Why Upgrade to HCM 9.0?

New & Improved Functionality

o Employee Records Management,

o Benefits,

o Payroll, and

o Employee Self-Service

Application Support Running Out

Performance Issues

Change of Platform

Keeping up with the Joneses?


7/52

Environment

All Dell Power Edge Servers(Raid 5)

oDatabase

oApp, Web

oFile Server

oTuning

Oracle Database 10g

Windows 2003 Servers

Web Logic

Performance Tuning


8/52

Project Standards& Administration

Projects 101(Whos Methodology is it Anyway?)


9/52

Upgrade Planning Workshop

ProjectCharter

Project Objectives

Scope Statement

Roles/Responsibilities

Risk Plan

Project Plan

Project Drivers

Issues Resolution


10/52

Project Standards and Administration

Change Management Plan

Communication Plan

Quality Control

Documentation and Archiving via a fileserver/share drive

o Status Reports

Frequency, format, distribution.

o Project Repository

o Issues & Resolutions Log

o Change Management


11/52

Administration

Handling Issues

o Log and track all project issues along withat least one possible resolution!

o Project Manager will review the Issue Logdaily to review new issues posted.

High Priority - Resolution requiredin x business days

Medium Priority - Resolutionrequired in y business days

Low Priority Resolution requiredin z business days

C i A i


12/52

Constraints & Assumptions:What To Consider

Technical environment Business Processes (i.e. Open enrollment, etc.)

Other Company projects competing for resources

Scheduling

o Resources prior commitments

o Requested time-off or holiday

o SME participation (local & off-site)

Integration with other systems

Communication & Training

o Team Training

o End-User Training


13/52

Gathering Information

All Upgrade Documentation is locatedon Customer Connection

Implement, Optimize & Upgrade >

Upgrade Guide >

Upgrade Documentation and Software >

Upgrade Documentation and Scripts


14/52

Functional Assessment Approach

Information gathering

o Assess current use of applications andsetup

o Develop an inventory of customizations

based on functional requirements

Challenge customizations

o Does the business requirement still exist?

o

Is the functionality available in targetrelease?

o Can a business process change remove acustomization?


15/52

Ancient PeopleSoft Proverb

Just because you can . . .

DONT


16/52

Functional Assessment Approach

Justify the customizations approved bycore team

oProvide 2 or more options and

assign annual resource hours andcost to options to develop a businesscase

Develop tools/approach to help in

future upgradesoFunctional assessment drives the

compare report analysis


17/52

Go-Forward Strategy

What needs to be done in the next 10 to 30 days toensure that this Project heads down the right path?

o Complete draft project charter, plan and riskmanagement plan

o Complete tech environment prep activities

o Schedule project team training

o

Schedule functional fit/gapo Download Upgrade Instructions and review Chapter 1

& Chapter 5


18/52

Administration

Project Team


19/52

Resources & Skills Requirements

Project Sponsor

o Creates upgrade team.

o Provides team with resources.

Project Manager

o Liaisons between technicaland functional teams.

o Understands upgrademethodology.

o Manages day-to-day tasks.

Technical Upgrade Resource

o Runs steps according toUpgrade Assistant.

o Performs Test and FinalMoves to Production steps.

OS/RDBMS Resource Typically a DBA

Prepares OS/RDBMS for theupgrade.

Batch Project Manager

Defines scope for batchupgrade.

Manages resources toensure batch componentsare upgraded appropriatelyand on time.

Infrastructure Support Network, web, app server

Security administrator(s)


20/52


Updates and Fixes Leado Develops strategy for

applying updates and fixesafter initial upgrade.

o Ensures all environments are

updated and fixes are current. Testing Lead(s)

o Develops and coordinatesdevelopment of test scripts.

o Manages testing effort.

PeopleSoft Certified Installero Installs and configures

PeopleSoft.

o Certifies installation.

Training Lead Assesses need for technical

and/or functional training.

Develops project team andapplication user training plans.

Schedules training.

Functional Lead(s) & SMEs Perform functional fit/gap

analysis.

Prepare test scenarios

Perform testing and documentissues and results.

Other Change Management

Additional Technical Resources!


21/52


Training Plan


22/52

Training Information

http://education.oracle.com
http://education.oracle.com/pls/web_prod-plq-dad/db_pages.getpage?page_id=64http://education.oracle.com/pls/web_prod-plq-dad/db_pages.getpage?page_id=64


23/52

The easiest

mistake to make is

underestimating the

time and costs oftraining the end

users.

Fortune Magazine

Training Development Challenge

Instructor-led trainingdevelopment time 40:1

Web-based trainingdevelopment time 200:1

High cost of customtraining development.

Few resources withcombined training,functional, and product

knowledge.

(Hey! Wait! I Qualify!)

Subject matter expertswith little time to supporttraining.


24/52

Project Team : Functional Training

Instructor Led Class

Self-Paced Learning

(a.k.a. Seminars on Demand)

Release Notes

PeopleBooksPrototype in a Demo environment


25/52

Half Way There!


26/52

Assessing your Technical Needs

Review Hardware

&

Software Plans


27/52

Are any software upgrades required?

o OS

o RDBMS

o Cobol Compiler*

o Third Party Products (ie. Scheduling software)

Are any hardware upgrades required?

o PeopleSoft Internet Architecture

o Rollout via Intranet/Internet

o Increase in user base

o Parallel deployment of new functionality

Table Size Changes - Appendix available in UpgradeInstructions

Determine Technical Peripheral Upgrades


28/52

Technical Preparation

Cleanup production before project begins

oClean SYSAUDIT, DDDAUDIT reports

oCreate and execute data integrity scripts


29/52

Technical Preparation (Cont.)

Validate or create a technical modification inventory

o Batch objects

SQR, COBOL, Crystal, ApplicationEngine, nVision Layouts, Queries,Unix scripts, JCL, Autosys, etc.

o

Online objectsExecute a vanilla compare to your

current release DEMO

Prepare by getting these in place:

o Migration control and quality control procedures

o Documentation standards and namingconventions

o Issue tracking tool

o Compare Reports Decision Matrix


30/52

Upgrade Overview

Enterprise Database Overview

SYSTEMCATALOG

PEOPLETOOLSTABLES

APPLICATIONTABLES

Managed by the RDBMSCatalogs Database Objects

Managed by the Enterprise application -Contains PeopleTools Objects(Records, Pages, PeopleCode,Security, etc.)

Contains End User Type Data

(i.e. transaction data)

O


31/52

Upgrade Overview

SYSTEM CATALOG

PEOPLETOOLSTABLES

Tools Release 8.20.xxStructure

APPLICATION TABLESData In Release 8SP1

Before

The

Upgrade

Process

SYSTEM CATALOG

PEOPLETOOLSTABLES

Tools Release 8.49.xxStructure

APPLICATION TABLESData In Release 9.0

After

Change Assistant

U d P O i


32/52

Upgrade Process: Overview

Anew copy of production is

created for use during the first

Test Move to Production

Execute RELXXX scripts

Roll in additional changes found

during testing.

NOTE: If changes to the Enterprise objects were

made to this upgraded application, create a new

MVPRDEXP.DAT to use for future Test Moves

Execute create and alter scripts

and perform data conversion

During the TestMove, import

the PeopleTools

tables

Once the upgrade iscomplete, execute

MVPRDEXP.DMS to export

the PeopleTools tables

Initialcopy of production

at new Enterprise release

Execute upgrade steps

A copy of production is created

Production Database


33/52

1st Phase: Initial Upgrade Pass

Copy of ProductionDatabase

Demo Database at YourCurrent Release

Vanilla Compare Reports

Full Compare Reports

New ReleaseDemo Database

Copy of ProductionDatabase at NewPeopleTools

Release

Perform PeopleToolsUpgrade on Copy ofProduction Database

Evaluate UpgradeCompare Reports

Apply CopyOverrides

Execute Copies

Copy of ProductionDatabase at NewPeopleTools &Application Release

Create & Alters Scriptsand Data Conversion

Reapply Customizations

Copy of ProductionDatabase AfterComplete Upgrade

2 d Ph T M P d i


34/52

2nd Phase: Test Move to Production

Copy of Production created

in the Lab for the on-line

upgrade.

Copy of Production created by

the customer on site for the 1st

Test Move which the deliveryconsultant assists.

These databases arecreated on site by

our Install Group prior

to the upgrade delivery.

DEMO

AUD (only required

for upgrades prior to

Enterprise 8)

Copy of Production

created for 2nd Test Move -

done by the customer.

Delivered upgraded

database becomes

1st TEST database.

Copy of Production

created for 3rd Test

Move - done by the

customer.

Customer upgraded

database becomes

2nd TEST database.

Copy of

Production

created for final

MOVE TO

PRODUCTION

ParallelTEST

P l T l 8 4 D lt


35/52

PeopleTools 8.4x Delta

Enhancements

o Performance Monitor

o PeopleSoft Data Archive Manager

o Portal Navigation

o Change Assistant

T l f th T d


36/52

Tools of the Trade

Change Assistant

o PeopleTools 8.44

Stand alone application with a Windows look and feel

Used in applying Updates/Fixes, Bundles, and MaintenancePacks thru the Environment Management Framework

Assists with migration of delivered change packages acrossenvironments

o PeopleTools 8.46

Merged with Upgrade Assistant to perform upgrades inaddition to updates and fixes!

Ch A i t t


37/52

Change Assistant


38/52

1.Discover &Analyze

2. Select &Download

3. Apply, Test and Deploy

What fits my system?

Version, Applications, Languages

What do I need for regulatorycompliance?

What is already applied?

Review documentation

Find dependencies

Pre-requisites

Post-requisites

Translations

Re-analyze if needed

Download

Determine Order

Apply to Demo

Compare to Dev

Re-customize

Re-package and

re-install (3+ times)

Fix Application Process


39/52

1.Discover &Analyze

2. Select &Download

3. Apply, Test and Deploy

What fits my system?

Version, Applications, Languages

What do I need for regulatorycompliance?

What is already applied?

Review documentation

Find dependencies

Pre-requisites

Post-requisites

Translations

Re-analyze if needed

Download

Determine Order

Apply to Demo

Compare to Dev

Re-customize

Re-package and

re-install (3+ times)

- Automated Activity using Change Assistant

Fix Application Process

Understanding the Comparison


40/52

Understanding the ComparisonProcess

Understanding Comparison Release Level

Understanding Object Status

Understanding Actions

Understanding the Upgrade Values Understanding How the System Tracks Object Changes

Putting it All Together

R i i U d R t


41/52

Reviewing Upgrade Reports

o Upgrade reports are generated by Application Designer. Thereports help you understand what objects differ between the

source and target databases, and how they differ.o Gather documentation of your database modifications before

reviewing these reports.

o Review the Release Notes. These notes identify and explainobject changes in the source database.

o

Upgrade reports can be intimidating until you understandwhat data you are looking for and how best to use it.


42/52

Tips & Tricks

Tips and Tricks


43/52

Tips and Tricks

All transaction cleanup in Chapter 1 should be completed and verified.Dont shortcut this and create a repeatable process.

DO NOT PERFORM FIT GAP in only 1 week

Perform user testing training before user acceptance testing to avoid

testing/training confusion Carve time off of final move to production by bypassing the Change

Assistant for batch object push

Ensure common desktop standards are in place to avoid simple issues

o Popup blockers

Ti d T i k (C t )


44/52

Tips and Tricks (Cont.)

Dozens of tests run on the most popular and most concerning transactions

Performed many customizations to improve performance (100s of hours ofdeveloper time)

Significant changes in database CPU utilization with new Verity Job

Search (decreased 70%)

Focused lots of effort on tuning Browse Job Openings our home page

Tips and Tricks (Cont )


45/52


Implementation Preparation

Practice conversion runs (4)

Implementation Checklist

Implementation Weekend

Call in phone number for messages duringimplementation weekend

Production down on Thursday at 5 pm

Business Analyst review Sunday at 11 am

End user verification Sunday from 12 3 pm

Decision at 3 pm



46/52


Security

o Include security design/development/testing in your

project plan and allow plenty of time for ito Dedicate one resource to security, if possible

Identify all external vendors at beginning of project

o Additional Cost for Net Express v 4.5

Dont apply bundles right before testing

TEST, TEST, TEST



47/52


Security

Dont under-estimate

Allocate appropriate resources

Evaluate security test approach

Portal Synch/Portal Structure tools become familiar

Educated developers on Component Registration

Resource considerations (multiple projects)



48/52


Best practices for managing Verity indexes

o Chunk at the row level instead of applicant ID level

o Make the segments individually restart-able

o Storing resumes in the database does not equal better indexing

performance (ftp is still used)o Dont rely on incremental indexes indefinitely a full index needs to be

scheduled periodically

o Now that verity is used for job postings, plan on communicating withyour users that postings arent immediately live



49/52


No more delivered Rel Scripts

Split up data load

Have another server for the database for performance tuning

Separate you components such as

o Database Servero App & Web Server

o Report Server

o File Server

Find out when PeopleSoft classes will be available prior to upgrade



50/52


Archive your data prior to upgrade

Split up shift for data migration

Have patience


51/52

Thank You.

Thank YouVery Much.

Upgrade from 8.x to 9.0

Questions


52/52

Questions

Contact Information:

Michael Stutz

(888) 757-2616

http://heres2u.com

Contact Information:

Stephen Roche

[email protected]

Documents

2007OHUGUpgrade