timelabour ppt

5/23/2018 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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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)


(Co only) &

Contractor

Clearing

Account


(Co only) &

Contractor

Clearing

Account


(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 & Touche LLP and affiliated entitiesImplementing Oracle Time & Labour for Projects33

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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