The Big Bang: Upgrading to PeopleSoft HCM 9.1 at The Boeing Company

1. The Big Bang: Upgrading to PeopleSoft HCM 9.1 at The Boeing Company Rhonda J. Price Computing System Architect Associate Technical Fellow

2. Agenda • Boeing Overview • Big Bang Scope • Schedule / Team Structure • Infosys / Boeing Partnership • Cutover Facts • Key Success Factors • Key Lessons Learned • Technical Challenges and Lessons Learned • Technical Wins!

3. Boeing History and Global Presence • Boeing History • Founded in 1916 in the Puget Sound region of Washington state • Became leading producer of military and commercial aircraft • Became the world’s largest, most diversified aerospace company through a series of strategic mergers and acquisitions • Global Company • Customers and customer support in 150 countries • Total revenue in 2012: $81.7 billion • 70 percent of commercial airplane revenue historically from customers outside the United States • 26,500 suppliers and partners globally • Research, design and technology-development centers and programs in multiple countries • 170,000+ Boeing employees in 50 states and 70 countries

4. What Boeing Does Today • Design, assemble and support commercial jetliners • Boeing 7-series family of airplanes lead the industry • Commercial Aviation Services (CAS) offers broad range of services to passenger and freight carriers • Design, assemble and support defense systems • World’s largest designer and manufacturer of military transports, tankers, fighters and helicopters • Support Systems provides services to government customers worldwide • Design and assemble satellites and launch vehicles • World’s largest provider of commercial and military satellites; largest NASA contractor • Integrate large-scale systems; develop networking technology and network-centric solutions • Provide financing solutions focused on customer requirements • Develop advanced systems and technology to meet future customer needs

5. Big Bang Scope - Technical • Migrate to a new data center • Upgrade from PeopleTools 8.48 to People8.51 • Included new version of all layered products • WebLogic • Tuxedo • Java • Technology Insertion • Servers: HP-UX 11.11 SuperDomes HP-UX 11.31 Blades • DBMS: Oracle 10.2 Oracle 11gR2 &Unicode • WSSO Webgate Proxy: iPlanet Oracle HTTP Server • High Availability: Service Guard Oracle RAC / Clusterware • Disaster Recovery: EMC Replication Oracle Data Guard

6. Big Bang Scope - Application • Upgrade core HR, Payroll, and Benefits from HCM 8.8 to 9.1 • Significant number of customizations • New person model had significant impacts on re-integrating customizations • Merge existing HRMS 9.1 ePerformance, Succession Planning, and Global Time and Labor back into the core HRMS system • Implemented Persons of Interest • Converted beneficiaries from custom table to POI’s without Job • Converted non-HR stock population to POI’s with Job

7. Major application redesigns • HR • Custom Group Hire Process • Updated process for new Person Model • Enhanced error handling for multiple component processing and catch errors earlier in the process, during the initial load, prior to the actual hire processing • Custom batch Job Data Update Process • Updated for new Person Model • Enhanced to handle employees with multiple organizational relationships • Added a Worklist exception framework to reduce manual intervention • Personal Data / Job Actions • Leveraged Action configurations to eliminate related customizations • Implemented additional editing to eliminate the need for audit/fix process

8. Major application redesigns • Integrated existing security customizations with new SJT security framework in 9.1 without impacting delivered security functionality • POI Security implemented via delivered SJT framework • Payroll • Paycheck process • Implemented solution to enable 100% in-house MICR printing • Made significant enhancements to the delivered functionality to work for 150,000 paychecks (huge XML file) • Retro process • Significantly reduced manual intervention for complex retro situations, including overlapping retro situations which are not handled by PeopleSoft delivered functionality • Garnishments • Adopted 9.1 delivered rules functionality and eliminated custom garnishment status update process

9. Project Schedule / Resources 2011 2012 Q1 Q2 Q3 Q4 Q1 Q2 Q3 • 2.0 Preliminary Analysis • Compare Reports • Phoenix Data Center/Hardware IT Gate 2 HRLT Gate 2 HR Requirement: Available to answer questions • 3.0 Architecture • Detailed Analysis • Solution Design – merge 8.8/9.1 HR Requirement: Support Comparison Analysis HR Requirement: Training, Communication, Help Chain IT Gate 3 July 2012 • 5.0 Implementation • Go Live IT Gate 5 HRLT Gate 4 • 4.1 Design & Construction • System Construction • PII Lock Box • 4.2 Testing • Functional, Integration, Performance, Scalability, User Acceptance, Parallel HR Requirement: Support Testing (HR & End Users) • 4.3 End User Readiness • Training, Communications, Help Chain IT Gate 4 HRLT Gate 3 1.0 Planning complete in December 2010

10. Team Structure Steering Team HR Service Solutions Director HR IT Systems Director HR Services Director Project Management Support Program Leadership Lead IT Project Manager Business System Project Manager IT Project Manager Project Planner HR Systems Program Manager Business System Manager HRMS ADM Manager Integrated Product Teams Infosys Testing Environments Design & Construction System Architecture Business Partners

11. Boeing / Infosys Partnership

12. Production Cutover • Preparation: • Numerous planning sessions with IT and Business Teams • Two informal rehearsals to build Integration and Acceptance Test environments • Two formal rehearsals • Final cutover was a 7x24 operation manned through war rooms in St. Louis and Renton (from 6/29 – 7/5) • Cutover execution duration was 114 hours (4+ days/nights) • 500+ tasks executed across IT, Infrastructure Services, & Business Partners • Average number of people working/day: ~20 • Peak number of people working/day: 120 • Went live on Thursday, July 5, 7:15 CT – 1 hour 30 minutes ahead of plan

13. Key Success Factors • Partnership at project leadership levels • Trust between IT Implementation Leader and Business System Manager • An open culture • Encouraged candid conversations resulting in solutions • Project Plan and Process • Created processes for decision-making, analyzing, coding, testing • Based project plan on processes • Right level of plan milestones to measure status & detect issues • Defined clear entrance and exit criteria for project phases • Seasoned Subject Matter Experts • Able to resolve challenging issues • Committed to assist wherever needed • Engagement of stakeholders in cutover planning • Viewed HR as our “key lever” for ensuring end-user readiness during the outage

14. Key Lessons Learned • Prioritize work and ensure decisions needed occur as early as possible • Work complex requirements early to prevent re-work and schedule impacts • Ensure time is allocated in the schedule to prepare for and transition from one phase to the next • Ensure the project team adheres to PROJECT roles and processes (vs. sustaining roles and processes) • Conduct adequate knowledge transfer of Boeing processes when partnering with a supplier • Bundling multiple activities into the same implementation introduced additional risk • Activities included an upgrade to 9.1 & PeopleSoft application tools, installation of new technical infrastructure (hardware), a data center move • Implementing mid-year (vs. year-end) introduced extra risk for end-users & implementation team

15. Technical Challenges / Lessons Learned • My Boeing Express (Internet Employee Self Service Portal) • Late testing identified major issue with failure of portal to properly proxy PeopleSoft content references due to change in PeopleTools handling of URL’s – (2 weeks before go live) • LL: Testing must be done early and often off Boeing network from home w/o VPN active • Implemented a proxy process in Oracle HTTP Server using substitution logic modules from Apache • Spinning issue • Usually caused by user having multiple IE windows open to different databases (9.2 Test and 8.8 Production) • LL: You need a good tool and you need to be able to install it for users having the issue (HTTPWatch) • User Training to use IE + Firefox or IE No Merge • Oracle explain plan issues • Had some significant issues with job query performance / explain plans in 11gR2 • Code work around’s had to be applied

16. Technical Challenges / Lessons Learned • SAN Performance Issues • Identified during cutover, conversion and upgrade steps were taking much longer than previously. Coincided with time of day when backups were running on the network. • Lessons Learned • Make sure we run batch performance testing during same time of day as it will run in production • Make sure cutover rehearsals are run on same day of week and time of day as real cutover • Root Cause: • One of four SAN network paths that ½ the size of the other 3 at the last hop, over 14 gigabits of traffic backed up on a 16 gb pathway, expanded to 32gb like the other 3 paths • Hardware failures • Titanium blades, enclosure networking, and ILO hardware and firmware issues resulted in more outages in the first 6 months than the last 6 years on our SuperDomes.

17. Technical Wins! • Designed, tested, and implemented improved “Active-Active” high availability solution using Oracle Clusterware and Real Application Clusters • Enables maintenance to occur in a rolling manner reducing downtime to 1-1.5 hours versus previous 8-12 hour maintenance windows • Significantly reduced impacts of new server/infrastructure that is much less reliable than previous infrastructure • Designed, tested, and implemented a new more robust disaster recovery solution that allows failover and switchover to the alternate site in a matter of minutes versus hours with the previous design • Architecture will allow switchover to standby site for maintenance

18. High Level Design

19. Detailed Design HRMS 9.1 Upgrade at Boeing

20. Questions rhonda.j.price@boeing.com