To view the uncut webinar: Going Live with PeopleSoft 9.2, the Road to Success, click below

Berkadia’s upgrade went live in October 2013. It was one of the first go-lives of PeopleSoft 9.2 since its release in March 2013. BTRG’s core team of three PeopleSoft experts completed the project in six months, yielding benefits that include a 74% reduction in customizations.

Last week Doug Schmidt, BTRG Sr. Manager, hosted a webinar on the PeopleSoft 9.2 Financial Upgrade at Berkadia.

Doug Schmidt:

I think the key with success factors is identifying them early on and figuring our what factors will make this project more efficient. Communication is always key on every project. at the beginning of this project people were brought in early and they were told to “speak up“. At the endo of status meeting we’d go around the room and ask if anyone had any questions…I think the key there is so nobody can come back later and say “I didn’t know I had to do that’ or “I didn’t know that was my responsibility”. Everybody knew exactly what needed to be done and when it needed to be done.

Early on there were some questions as to what constituted certain phases of the project, those were identified quickly so they didn’t become an issue down the road.

Teamwork is always huge as well. If you look at different organizations there may be a faction between technical and functional, sometimes you’ll see different third party vendors working in a silo outside of the client itself. That didn’t happen here, we were all one team. There was no Berkadia Team. There was no BTRG team. it was one PeopleSoft 9.2 Upgrade team. We worked together and the team sat together and everyone communicated on a daily basis.

The other key here is resource availability. As you saw earlier (view full webinar here) it was a fairly small team. Some of our test cycles did go through the summer, people had vacations… so what we did was hooked that into the next section, Accountability. Each individual was responsible for a certain set of tasks. If they were on vacation, they need to delegate (that responsibility). The project manager would work with them and work with their boss to make sure that they (team members) could handle their duties and if they needed to delegate we would provide assistance there as well.

So, really quickly, Project steps: This is how BTRG operates and I think other organizations operate in a similar manner… But we start here with current state and 9.2. We make sure that the current business processes are documented and update them as needed before we get into the design phase. We also did an overview, a fit-gap of 9.2 Functionality. Its not just a spreadsheet, we show the whole system with the fit-gap and assign priorities as to which ones have to be in, which ones would be nice to have in and maybe some other one’s that we can look at in Phase 2.

Then we move on to Customizations:
We use a compare report to compare the customizations and document them and obviously do a fit-gap and then we talked about the Iterative Test Cycle, Unit Test and System Test… and as we said there were multiple iterations of system test so if we did have an issue… we would have an opportunity to resolve it, deploy the fix and be able to test it again… You never want to go into UAT testing something for the first time, and that was the core reason why there were multiple system tests.


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