timelabour ppt
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Deloitte & Touche LLP and affiliated entities.
ImplementingOracle Time & Labourfor Projects
Diane Bayes and
Michele LaneDeloitte Inc.
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Deloitte & Touche LLP and affiliated entities.Implementing Oracle Time & Labour for Projects2
Implementing Oracle Time &Labour for Projects
Do you know the labour cost for your projects?
Oracle Time and Labour (OTL) will tell you!
This presentation is a summary of the OTLfunctionality implemented for a client in late2006 for over 1,300 users.
Learn about the various stages of implementation,the challenges encountered, the experience ofhaving a Pilot Group, and the benefits achieved.
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What we will cover
Plan & Scope Plan, Scope & Objectives Overview of OTL
Design & Build Design by Prototype
Overview of the Solution Customizations
Test & Deliver Testing Training
Pilot Roll Out Full Roll Out Support
Key Messages
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Plan & Scope
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Plan
Rapid Implementation; Pilot rollout in 3 months
Room for improvement with a full rollout in 5 months
Team skills and resources required:
Oracle Time & Labour Oracle Project Costing
Report Writer (XML, Discoverer, SQL)
Developer (Customizations, Alerts, Workflow)
Training Communications
Dedicated Steering Committee
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Scope & Objectives
Consolidation of four different time entrysystems into Oracle Time and Labor
Two business units; just over 60 of the over1,300 departments
Approximately 1,300 potential OTL users fromover 27,000 employees
Employees and Contractors
Primary objective of time tracking is: Costing Capital Project work Management reporting
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OTL is just a time entry tool
OTL is designed to facilitate time entry for bothemployees and contingent workers (contractors)
Timecard layouts capture data for Project
Costing, Payroll/HR, and Purchasing (contingentworker integration)
Approved time entries are available for retrievalby any of the applications that require them
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OTL is not a
Project Costing tool Integration allows time entries to be retrieved by the Project
Costing module where the appropriate costing and accountingrules are applied and processed
Resource Management tool Planning, scheduling and assignment of resources is supported
through an integrated solution with Oracles ResourceManagement and Oracle Projects suite
HR/Payroll tool Integration allows time entries and time exceptions to be
retrieved by the HR/Payroll applications to affect entitlement andpayroll calculations
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Features of OTL
Time entry can be completed through: a configurable web-based time entry screen an offline spreadsheet
Time entry can be completed by the individual worker orby a designated Timekeeper
Timecards are customizable to suit unique businessrequirements Specific business rules or Preferences can be applied
to various groups of people to control a variety of dataentry attributes
Approval rules can be configured differently for eachapplication receiving the data and applied to variousgroups through the Preferences
*offline spreadsheet entry and Timekeeper functionality was not included in this solution
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Design & Build
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The Design and Build phase wasfacilitated by a series of Prototypes
BuildPrototype
ConductValidationWorkshop
GatherRequirements& Feedback
Prototype 1 Build based on basic requirements and
assumptions from experience with theclient and existing Oracle environment
Focus on demonstration of availablefunctionalities
Facilitate discussion of configuration
options
Prototype 2
Detailed build incorporating businessdecisions for both OTL & PA andfeedback from Prototype 1
Larger audience to critique solution inValidation Workshop
Pilot Go Live (Prototype 3)
Full build in Production with all majordecisions confirmed
Allow small user group to experienceand critique solution for ease of use
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Process and Approve Timecards
Employees & Contractorsenter/correct all hoursWORKED to Capital,
Operating (Indirect) andAdministrative Projects
--Employees enter
ABSENCE hours toaccount for their
minimum work week
Validate timecardagainstCONFIGURABLE
warnings and criticalerrors
24 hrs / day
< employee standardweek
Corrections
Required?
Yes
No
Send to Supervisorfor Approval
Yes
No
Contractor
Timecard?
ChangesRequired
?
Yes
No
End ofWeek
TimecardApproved
ALERT
If timecard
not
completed
on time
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OTL Preferences
All Employees Timecard Periods
Timecard Layout
Create Templates
Append Templates
Timecard Edits
Validate on Save
Delete Timecards
Contractors Approval Style
Pubic Template Group
Time Entry Rule Group
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Process Labour Costs
Start
Importtimecards fromOTL toOracleProjects
Stop
Istime
charged toAbsence(vacation,
Sick)
Yes
IsPerson Type
contractor
Labor CostOverrides:Individual
contractor cost rate
Yes
No
Labour CostExtension:
Cost rate is set tozero based onProject Type
Get employeeParent
Organization
OrganizationRate: Rates set byJob at Parent Org
level
Calculate cost:multiply hours by
cost rateCost Rates influenced
by:
Project Type
Person Type (Internal or
External)
Parent Organization
Job
Specific Contractor ratesor Labour CostOverrides
No
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Auto Accounting Rules
Labor Cost Account Labor Cost Clearing Account
Type of ProjectDebit
(Charge)
Credit
(Offset)Type of Resource
Capital Construction inProgress Organizationresponsible for the
personAll Labor
Indirect
(Special Admin
Project Type)
Organizationresponsible for the
Person
Special Liabilitysuspense account
Contingent WorkerLabor
Indirect
(GeneralMaintenance &
Expense)
Organizationresponsible for the
Project/Task
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Contingent Worker Workaround
Oracles Out of the Box Solution:
Create Project(s) Issue PO to hire Worker for Project(s)
Distribution(s) are to the Project(s)
Hire Contingent Worker (into HR) andreference PO
Use OTL to charge time to Project as identified on the PO
Choose to integrate OTL withPurchasing Timecards become receipts
Choose to process costs in PA fromthe timecard or from the PO Receipt
Use standard PO Matching to validateand process invoices; system confirmshours received before releasinginvoice for payment
Our Workaround:
Issue PO Distribution(s) are to the Special
Liability account
Hire Contingent Worker (into HR), donot reference PO
Create Project Use OTL to charge time to Project Choose NOT to integrate OTL with
Purchasing Choose to process costs in PA from
the timecard (not the PO Receipt) Auto Accounting credits OTL entries
to Special Liability Account Use manual reconciliation process to
verify invoices and approve forpayment Invoice distribution debits the
Special Liability Account
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Test & Deliver
with Lots of Training &
Communication!
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Testing Activities
UAT
IntegrationTesting
Unit Testing
Develop Test Scripts
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Deloitte & Touche LLP and affiliated entities.Implementing Oracle Time & Labour for Projects19
Training Logistics
Presentation onlyNo Hands On
Teach up to 1200 end users in 2 weeks in 2 different locations
Approximately 100 remote end users (Microsoft Live Meeting)
Additional classes were added after Go-Live
Reference Materials Instruction Guide
Quick Reference Guide
Frequently Asked Questions Guide
Curriculum: Delivered the same training to all types of
users People entering time
People approving timecards
People running reports
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The use of a pilot was extremelyhelpful to the success of the project
Approximately 20 people were identified from bothbusiness areas including Contractors, Employees andManagers
Pilot users worked directly with the implementation team for support
were actively involved in weekly user feedback sessions
provided valuable input in preparation for the January go-live
Made significant recommendations regarding go livecommunications and leading to the timecard modification
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Customized Timecard
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Assigning an OTL Groupto a Project
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Communication was key
Needed to ensure we got their attention Time span was relatively short Competition was high; financial year end, vacation roll over,
holiday schedules
Extensive, repeated bulletins, reminders, helpful tips and
gentle warnings Demonstrated support from all levels of Management
Messages were sent from key executives, not the project team
Our Super Users !!!! Approximately 50 people from across the organization assisted
in support and communication between the project team and the1300 users
Team recruited during training and remained dedicated throughproduction support
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Wrap Up
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Challenges Contingent worker functionalitywas relatively new
An upgrade to Full HRfrom Shared HR was required
Varying levels of process changefor different usergroups Which Projects to charge for different activities
Adherence to different time entry schedules Changes to the on-going effort to setup and maintain the non-
capital projects required for time reporting
Planning for and participation in Training Encouraging people to attend sessions; busy schedules, year
end Logistics of training a high volume of end users
Providing effective Go Live support Almost 100% of users hitting the system on the first cutoff day
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Accomplishments Replaced four different time tracking systems from two
different business units with one common system andcommon processes
Eliminated manual consolidation, costing and entry ofhours to Projects
Facilitated Project managers to be more accountable forthe costs that are charged to their projects
Enabled Project and Departmental managers to drilldown to specific time entries from their Project summaryamounts
Generated interest from other business units to adoptthe OTL solution
Significantly increased the compliance rate within thefirst two weeks
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Success Factors
Dedicated Steering Committee quickly identified the key objectives and used them
effectively to keep scope in line and guide processand configuration options
Extensive Communications Plan Early focus on Training
Visible support from Executives who providedopening introductions to all training sessions inperson
Pilot rollout Super User community Significant short term Go Live support
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Key Learnings
Ensure an understanding of what OTL is and is not What other modules may be required to satisfy requirements Understand the Contingent Worker functionality
Understand the use of HR data in a Full HR model Processes for new hires, contractors, terminations, particularly in
a non-Oracle HR environment Importance of assignment dates
Confirm the approach for utilizing Projects to track timewhich is nototherwise considered to be Project time
Prepare Training plan & logistics EARLY
Provide at least one report that includes Everything Individual management styles differ, reports that allow each userto sort and summarize their people data are well received
Recruit an extended team to facilitate communicationsand assist with Go Live support, our Super Users
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Questions?
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Appendix
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AccountingApproach
EntryCapital Projects Costs Operating Projects / Operating Tasks in
Capital ProjectsAdmin Project
Employees Contractors Employees Contractors Employees Contractors
Charge
(DR)
TaskCompany &
CIP account
Employee
Organization
(Co.Loc .Dept) &
Al located
Capital Labou r
RecoveryAccount
TaskOrganization
(Co.Loc.Dept) &
Contracted
Labour
ExpenseAccount
Employee
Organization
(Co.Loc .Dept) &
Al located
Capital Labou r
RecoveryAccount
ContractorOrganization
(Co.Loc.Dept) &
Contracted
Labour
ExpenseAccount
Offset
Employees
(CR)
EmployeeOrganization
(Co.Loc.Dept) &
Allocated
Capital Labour
Recovery
Account
Employee
Organization
(Co.Loc .Dept) &
Al located
Capital Labou r
Recovery
Account
Employee
Organization
(Co.Loc .Dept) &
Al located
Capital Labou r
Recovery
Account
Offset
Contractors
(CR)
ContractorOrganization
(Co only) &
Contractor
Clearing
Account
ContractorOrganization
(Co only) &
Contractor
Clearing
Account
ContractorOrganization
(Co only) &
Contractor
Clearing
Account
The agreed approach allows internal costs to be reflected in project management reports without creating a
cross charge to departments who utilize internal resources for non-capital activities.
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Summary of Costing & Accounting Rules
Type of Project Type ofResource Project CostResults
Financial Statement Impact
Charge (Debit) Offset (Credit)
Capital Internal Average Cost Capital Employee Org(Allocated Recovery)
External Actual Cost Capital Clearing (Liability)
Expense &Maintenance Internal Average Cost No Impact
External Actual Cost Task OwningOrg Expense
Clearing (Liability)
Absence Internal
(*no external)
$0 No Impact
Administrative Internal Average Cost No Impact
External Actual Cost Contractor OrgExpense
Clearing (Liability)
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Deloitte, one of Canadas leading professional services firms, provides audit, tax, consulting, andfinancial advisory services through more than 6,800 people in 51 offices. Deloitte operates in Qubecas Samson Blair/Deloitte & Touche s.e.n.c.r.l. The firm is dedicated to helping its clients and itspeople excel. Deloitte is the Canadian member firm of Deloitte Touche Tohmatsu.
Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, its member firms, andtheir respective subsidiaries and affiliates. As a Swiss Verein (association), neither Deloitte ToucheTohmatsu nor any of its member firms has any liability for each other's acts or omissions. Each of themember firms is a separate and independent legal entity operating under the names Deloitte,
Deloitte & Touche, Deloitte Touche Tohmatsu, or other related names. Services are provided bythe member firms or their subsidiaries or affiliates and not by the Deloitte Touche Tohmatsu Verein.
Deloitte & Touche LLP and affiliated entities.
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