Lessons from Twenty Years on PeopleSoft

1. Lessons from Twenty Years on PeopleSoft Wells Fargo’s Journey with PeopleSoft HCM Teresa Swanson Paul Brand

2. The Past

3. The Present

4. The other Future PeopleSoft Value Proposition Continuous Delivery PUM SaaS/On-Premise Customization PTF Total Cost of Ownership

5. Who we are: Wells Fargo • One of America’s premier financial services providers. • Provide services to one in three US households. • #1 mortgage originator and servicer • #1 Small Business Administration lender • #1 agribusiness lending and crop insurance • 70 million customers, $1.4 trillion in assets. • Most valued banking brand in the world: $224B

6. Who We are: Your Presenters Teresa Swanson Paul Brand VP, Technology Manager Joined Norwest in 1992 Working on PeopleSoft HR since 1992 • VP, HR Delivery Manager • Joined Norwest in 1988 • Working on PeopleSoft HR since 1993

7. Four Lessons from Twenty Years on PeopleSoft 1

8. Four Lessons from Twenty Years on PeopleSoft 1 2

9. Four Lessons from Twenty Years on PeopleSoft 1 2 3

10. Four Lessons from Twenty Years on PeopleSoft 1 2 3 4

11. Four Lessons from Twenty Years on PeopleSoft 1 2 3 4

12. What’s Changed Since We went Live

13. How We Got Here • Selected PeopleSoft for HR and Payroll in 1990. • Implemented March 1, 1993 on version 2.0. • Upgraded seven times over 20 years. • Implemented new modules along the way: • Ben Admin in 2002 • ePay, eBenefits, eProfile in 2003 • Manager Self-service and eRecruit in 2003 • Grew our PeopleSoft IT shop from 15 to 65 FTE.

14. We have changed. • Size • 8x team members • 200+ acquisitions • Complexity • More businesses • More locations • Much, much more regulation • Sophistication

15. Technology has changed.

16. Service expectations have changed. 1993 2013 Constant availability Auto-fill Instant transaction Immediate validation Perfection • Convenient hours • Simplified paperwork • Timely transactions • Timely acknowledgment • Good service

17. PeopleSoft has grown with the changes. • Technology • Client server to PIA to HTML5/CSS3. • Support for scalability, security, availability, etc. • Continuous development of PeopleTools, especially recently. • Applications • Addition of pillars: FIN, CRM, ESA, Campus Solutions, etc. • Addition of HR modules: Ben Admin, ELM, etc. • Addition of features within modules.

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19. We have succeeded by focusing on the right things. • Vision and Values • Quality • Efficiency • People

20. Wells Fargo’s Vision and Values • Vision • We want to satisfy all our customers’ financial needs and help them succeed financially. • Values • People as a competitive advantage • Ethics • What’s right for customers • Diversity and inclusion • Leadership

21. Bringing Vision and Values to HCM

22. We Focus on Quality.

23. Quality Focus: HR Service Delivery • Team members expect a lot from HR: • Perfection with every HR transaction. • World-class customer service. • Wide range of HR services. • We use PeopleSoft to meet team member expectations. • Payroll & Service Centers manage SLAs aggressively: • 99.9% payroll accuracy since 1999 • Service SLAs around all aspects of • We strive to make it easy for team members to get easy access to hundreds of HR services.

24. Quality Focus: Functional Quality • Team members expect applications to work perfectly every time, in every obscure circumstance. • We have used process and structures to improve quality. • Requirements, design, development, QA, implementation • Standards, process, review • Process and structure have become increasingly important: • More people working on the system • More regulatory oversight • Lower tolerance for errors

25. Quality Focus: Non-Functional Quality • Team members expect our PeopleSoft system to be usable, available, secure, and fast. All the time. • Our PeopleSoft system has strong bones. • Fully redundant architecture • Monitoring and alerting, automated scheduling • World-class service desk and operations model: less intrusive to people’s lives. • Results are clear: • Our Team Members rate our apps very high. • We have exceeded 99.8% uptime for 4+ years.

26. Quality Focus: Team Member Perceptions FOCUS ON FIRST MAINTAIN High Pay tools TAM Mgr. Self-Service Personal info Learning Center Time Tracker EPRS Job family search Importance WageWorks Candidate Gateway eCards Lifecare TW@home HCR CSC Polls TMCS Matching Gifts My Volunteer Time Corporate Library Low EKODS Forms Online High RETAIN/RETIRE CONSIDER Low Opportunity P 25 Virtual classroom

27. We Focus on Efficiency:

28. Efficiency: Operations • We optimize processes for operational efficiency: • Uploads, rapid entry, what else?

29. Efficiency: Operations • PeopleSoft has helped with operational efficiency: • Self-service applications • Functional improvements • We have rolled our own efficiencies. • Retro pay modifications • Terminations automation • Ben Admin automation • General upload process: Job, Position, Addl Pay, Garn, Earns, Deds • Mass update process for acquisition, reorg, focal review, etc. • Real rapid entry pages for payroll

30. Efficiencies: Team members • Self-service revolution drove huge efficiencies. • Timeliness • Handoffs • Accuracy • Don’t confuse cost-shifting with cost reduction.

31. Efficiencies: IT • IT resources tend to have high fixed costs: • Platform • Process • Competency • We get efficiency by deriving more and more service from our existing platform, process, and competency.

32. Efficiency: Total Cost of Ownership • PeopleSoft HCM TCO is $64/year/team member.

33. Efficiency: Total Cost of Ownership • We use TCO to fitness of our system. • Allows for comparison to benchmarks. • Allows for comparison to peers. • Allows for comparison of options. • Allows for comparison to ourselves over time. • TCO is difficult. • Which costs do we include? • Which services are we using? • How do we express the cost?

34. We Focus on People. • People are Wells Fargo’s competitive advantage. • We live that motto in HR operations and systems. • We focus on attracting, developing, and retaining the best PeopleSoft talent in the world. • Source people with curiosity and drive. Talent over skill. • Hire people with diverse talents, approaches, and backgrounds. Embrace eclecticism and eccentricity. • Hold them accountable for collaborating to solve tough problems. • Result has been innovation, efficiency, high engagement.

35. There’s no substitute for talent and passion.

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37. PeopleSoft Value Proposition • PeopleSoft value comes from two sources: • Rich functionality • Empowering technology • It’s up to us to make the most of the functionality and technology.

38. Maximizing the Delivered Product • Take advantage of product strengths. • Core HR model • Person model and JPM • International extensions • Payroll and Benefits processing • Know what’s in the box. • Easy to miss delivered functionality. • Understand full range of configuration options.

39. Exploiting the Technical Possibilities • The ability to customize has been key selling points for PeopleSoft. • Key to our decision to go with PeopleSoft back then. • Key to our decision to stay with PeopleSoft now. • Customization is important for creating value. • Modifications to delivered functionality • Extensions • Integrations

40. The Power of Customization • Customization is powerful: • Meet your unique needs. • Overcome gaps in the delivered functionality. • Create valuable differentiation. • Customization is dangerous: • Waste resources on customizations that don’t add value. • Create an unmanageable code line. • Create stuff you already bought or built.

41. Making Customization Work for you • Only customize for the right reasons. • Insist that customizations cut cost, reduce risk, create advantage. • Use a disciplined process to review investment opportunities. • Do fewer, more impactful customizations. • Maintain and apply design and development standards. • Reuse, reuse, reuse. • Keep customizations abstracted. • Collaborate and review. • Maintain and revisit customizations.

42. Making Customization Work for us: Examples

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44. The Future: PeopleSoft or SaaS? • Software as a Service has a lot of cachet: • Viable providers have emerged • Replacement solutions: Fusion, Workday • Extension solutions: Fusion, TAM, LMS,T&A, CRM • Investors love SaaS providers. • SaaS has an aura of inevitability.

45. The Future: PeopleSoft or SaaS? • SaaS presents compelling advantages: • HR as a commodity. • Predictable, subscription-based cost model. • Rapid delivery of new feature and function. • Reduced IT complexity. • SaaS has some serious drawbacks: • Reduction of flexibility and extensibility. • Reliance on third party for service, security, innovation. • HR as a commodity.

46. The Future: SaaS + • We become our own “SaaS-Plus” provider. • The advantages of SaaS • Rapid delivery • Reliable service • Predictable cost model • Plus the advantages of traditional on-premise PeopleSoft • Control over our data • Complete flexibility and extensibility • Ability to use HCM for differentiation.

47. The Future: Continuous Delivery • Continuous Delivery makes SaaS + approach possible. • Faster delivery • Higher uptake of new functionality • Dramatically lower upgrade costs • Getting to Continuous Delivery is not simple. • PUM takes some work. • Processes, roles, and org structure change. • Mindsets must change.

48. The Future: Continuous Delivery Requires Change • We need to change how we manage PeopleSoft to do continuous delivery: • Adopt product management mentality. • “Agilify” processes and structures. • Put effort into understanding and incorporating new function. • Re-imagine testing.

49. Future: Quality and PeopleSoft Test Framework • Continuous Delivery requires fast, effective, and affordable testing. • Testing is currently very expensive. • Testing is slow. • Test effectiveness is limited by so-so traceability. • Testing is over-reliant on subject matter expertise.

50. The Future: Quality and PTF • We need PTF to change cost and speed of quality dramatically. • Reusable test cases • Traceability and scoping using PTF, Change Assistant, and Usage Analyzer • Implementing PTF is not a simple endeavor. • Takes effort to set up. • Takes discipline to manage.