Implementing Oracle Time & Labour For Projects: Diane Bayes and Michele Lane Deloitte Inc

Implementing
Oracle Time & Labour

for Projects
Diane Bayes and
Michele Lane
Deloitte Inc.
Deloitte & Touche LLP and affiliated entities.
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 OTL
functionality implemented for a client in late 2006
for over 1,300 users.
Learn about the various stages of implementation,
the challenges encountered, the experience of
having a Pilot Group, and the benefits achieved.
2 Implementing Oracle Time & Labour for Projects
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
Plan & Scope
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

Scope & Objectives

Consolidation of four different time entry
systems into Oracle Time and Labor
Two business units; just over 60 of the over
1,300 departments
Approximately 1,300 potential OTL users from
over 27,000 employees
Employees and Contractors
Primary objective of time tracking is:
Costing Capital Project work
Management reporting
OTL is just a time entry tool

OTL is designed to facilitate time entry for both
employees and contingent workers (contractors)
Timecard layouts capture data for Project
Costing, Payroll/HR, and Purchasing (contingent
worker integration)
Approved time entries are available for retrieval
by any of the applications that require them
OTL is not a
Project Costing tool
Integration allows time entries to be retrieved by the Project
Costing module where the appropriate costing and accounting
rules are applied and processed
Resource Management tool

Planning, scheduling and assignment of resources is supported
through an integrated solution with Oracles Resource
Management 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 and
payroll calculations
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 or

by a designated Timekeeper
Timecards are customizable to suit unique business
requirements
Specific business rules or Preferences can be applied
to various groups of people to control a variety of data
entry attributes
Approval rules can be configured differently for each
application receiving the data and applied to various
groups through the Preferences
*offline spreadsheet entry and Timekeeper functionality was not included in this solution
Design & Build
The Design and Build phase was

facilitated by a series of Prototypes
Prototype 1
Gather
Requirements
& Feedback
Build based on basic requirements and

assumptions from experience with the
client and existing Oracle environment
Build
Prototype
Focus on demonstration of available

functionalities
Facilitate discussion of configuration
options
Prototype 2
Detailed build incorporating business
decisions for both OTL & PA and
feedback from Prototype 1
Larger audience to critique solution in
Validation Workshop
Pilot Go Live (Prototype 3)
Conduct
Validation
Workshop
Full build in Production with all major

decisions confirmed
Allow small user group to experience
and critique solution for ease of use
Process and Approve Timecards

Yes
End of
Week
Employees & Contractors

enter/correct all hours
WORKED to Capital,
Operating (Indirect) and
Administrative Projects
-Employees enter
ABSENCE hours to
account for their
minimum work week
Validate timecard
against
CONFIGURABLE
warnings and critical
errors
Correction
s
Required?
24 hrs / day
< employee standard
week
No
Yes
Changes
Required
?
Send to Supervisor
for Approval
Yes
Contracto
r
Timecard
?
ALERT
If timecard
not
completed
on time
No
No
Timecard
Approved
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
Process Labour Costs

Start
Import
timecard
s from
OTL to
Oracle
Projects
Is
time
charged to
Absence
(vacation,
Sick)
Yes
Labour Cost
Extension:
Cost rate is set to
zero based on
Project Type
No
Cost Rates influenced

by:
Project Type
Person Type (Internal or
External)
Parent Organization
Job
Specific Contractor rates
or Labour Cost
Overrides
Is
Person Type
contractor
Yes
Labor Cost
Overrides:
Individual
contractor cost rate
Calculate cost:
multiply hours by
cost rate
No
Get employee
Parent
Organization
Organization
Rate: Rates set by
Job at Parent Org
level
Stop
Auto Accounting Rules

Labor Cost Account
Type of Project
Debit
(Charge)
Capital
Construction in
Progress
Indirect
(Special Admin
Project Type)
Organization
responsible for the
Person
Indirect
(General
Maintenance &
Expense)
Organization
responsible for the
Project/Task
Labor Cost Clearing Account

Credit
(Offset)
Type of Resource
Organization
responsible for the
person
All Labor
Special Liability
suspense account
Contingent Worker
Labor
Contingent Worker Workaround

Oracles Out of the Box Solution:
Our Workaround:
Create Project(s)
Issue PO to hire Worker for Project(s)
Hire Contingent Worker (into HR) and

reference PO
Use OTL to charge time to Project
as identified on the PO
Choose to integrate OTL with

Purchasing
Distribution(s) are to the Project(s)
Timecards become receipts
Choose to process costs in PA from

the timecard or from the PO Receipt
Use standard PO Matching to validate
and process invoices; system confirms
hours received before releasing
invoice for payment
Issue PO
Hire Contingent Worker (into HR), do

not 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)
Distribution(s) are to the Special

Liability account
Auto Accounting credits OTL entries

to Special Liability Account
Use manual reconciliation process to

verify invoices and approve for
payment
Invoice distribution debits the

Special Liability Account
Test & Deliver

with Lots of Training &
Communication!
Testing Activities
UAT
Integration
Testing
Unit Testing
Develop Test Scripts
Training
Logistics
Presentation only No 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
The use of a pilot was extremely

helpful to the success of the project
Approximately 20 people were identified from both
business areas including Contractors, Employees and
Managers
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 live
communications and leading to the timecard modification
Customized Timecard
Assigning an OTL Group

to a Project
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 the
1300 users
Team recruited during training and remained dedicated through
production support
Wrap Up
Challenges
Contingent worker functionality was relatively new
An upgrade to Full HR from Shared HR was required
Varying levels of process change for different user
groups
Which Projects to charge for different activities
Adherence to different time entry schedules
Changes to the on-going effort to setup and maintain the noncapital 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
Accomplishments
Replaced four different time tracking systems from two
different business units with one common system and
common processes
Eliminated manual consolidation, costing and entry of
hours to Projects
Facilitated Project managers to be more accountable for
the costs that are charged to their projects
Enabled Project and Departmental managers to drill
down to specific time entries from their Project summary
amounts
Generated interest from other business units to adopt
the OTL solution
Significantly increased the compliance rate within the
first two weeks
Success Factors
Dedicated Steering Committee
quickly identified the key objectives and used them
effectively to keep scope in line and guide process
and configuration options
Extensive Communications Plan

Early focus on Training
Visible support from Executives who provided opening
introductions to all training sessions in person
Pilot rollout
Super User community
Significant short term Go Live support
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 time

which is not otherwise 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 user
to sort and summarize their people data are well received
Recruit an extended team to facilitate communications

and assist with Go Live support, our Super Users
Questions?
Appendix
Accounting Approach
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.
Entry
Capital Projects Costs

Employees
Contractors
Operating Projects / Operating Tasks in

Capital Projects
Employees
Contractors
Task
Organization
(Co.Loc.Dept) &
Contracted
Labour
Expense
Account
Charge
(DR)
Task Company &

CIP account
Employee
Organization
(Co.Loc.Dept) &
Allocated
Capital Labour
Recovery
Account
Offset
Employees
(CR)
Employee
Organization
(Co.Loc.Dept) &
Allocated
Capital Labour
Recovery
Account
Employee
Organization
(Co.Loc.Dept) &
Allocated
Capital Labour
Recovery
Account
Offset
Contractors
(CR)
Contractor
Organization
(Co only) &
Contractor
Clearing
Account
Admin Project
Employees
Employee
Organization
(Co.Loc.Dept) &
Allocated
Capital Labour
Recovery
Account
Contractors
Contractor
Organization
(Co.Loc.Dept) &
Contracted
Labour
Expense
Account
Employee
Organization
(Co.Loc.Dept) &
Allocated
Capital Labour
Recovery
Account
Contractor
Organization
(Co only) &
Contractor
Clearing
Account
Contractor
Organization
(Co only) &
Contractor
Clearing
Account
Summary of Costing & Accounting Rules

Type of Project
Capital
Expense &
Maintenance
Absence
Type of
Resource
Project Cost
Results
Financial Statement Impact

Charge (Debit)
Offset (Credit)
Internal
Average Cost
Capital
Employee Org
(Allocated Recovery)
External
Actual Cost
Capital
Clearing (Liability)
Internal
Average Cost
No Impact
External
Actual Cost
Task Owning
Org Expense
Internal
$0
No Impact
Internal
Average Cost
No Impact
External
Actual Cost
Contractor Org
Expense
(*no external)
Administrative
Deloitte, one of Canadas leading professional services firms, provides audit, tax, consulting, and
financial advisory services through more than 6,800 people in 51 offices. Deloitte operates in Qubec
as Samson Blair/Deloitte & Touche s.e.n.c.r.l. The firm is dedicated to helping its clients and its
people 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, and
their respective subsidiaries and affiliates. As a Swiss Verein (association), neither Deloitte Touche
Tohmatsu nor any of its member firms has any liability for each other's acts or omissions. Each of the
member 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 by
the member firms or their subsidiaries or affiliates and not by the Deloitte Touche Tohmatsu Verein.
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Implementing

Oracle Time & Labour

Deloitte & Touche LLP and affiliated entities.