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Oracle has launched PeopleSoft commerce 9 in a circulate designed to reassure clients of PeopleSoft products that the company is dedicated to helping them.
PeopleSoft was received by Oracle in January 2005. The enterprise has additionally snapped up Siebel and JD Edwards in its combat for the commerce application market with acrid vie SAP, and has been at pains to prove its dedication to pilot and invest in its bought applied sciences.
Alongside the new liberate, Oracle introduced the appointment of Doris Wong as everyday manager of a brand new PeopleSoft commerce supplier within Oracle. Wong, who worked at PeopleSoft for eleven years earlier than the Oracle takeover, will pick saturate of the strategic route and progress of PeopleSoft products.
PeopleSoft enterprise 9 is built-in with Oracle Fusion Middleware, permitting users to merge it with other Oracle products similar to XML writer, Oracle company recreation Monitoring and Oracle consumer records Hub.
The PeopleSoft commercial enterprise 9 free up is determined to present modules that facilitate compliance, client relationship administration, efficiency administration and asset lifecycle administration, with comprehensive lifecycle attend across a number of asset kinds.
the primary module, PeopleSoft enterprise learning administration, became unveiled with the brand new free up.
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The ERP software vendor also released version 8.44 of PeopleTools -- the same progress tool used to build its new integration software.
The Pleasanton, Calif., company defused a common complaint among customers striving to meld products from vie vendors: knowing where to circle in case of problems. PeopleSoft said it will assume responsibility for the installation, maintenance and commerce process integration for customers upgrading either their PeopleSoft Payroll or SAP general Ledger applications.
With its new process pack, PeopleSoft falls into line with its ERP rivals, including Oracle and SAP, which also provide packaged integration tools for connecting disparate applications. Late January at the OracleApps World, the Redwood Shores, Calif., vie -- and hostile suitor -- finally acknowledged that large customers remain disinclined to switch whole-cloth to a lone vendor's software system. In recognition of that reality, Oracle introduced its own integration as well as a new product, called the Customer Data Hub, that enables organizations to view customer data culled from a wide variety of CRM applications. SAP additionally offers its NetWeaver middleware software for hooking its applications with those from competitors.
The PeopleSoft HCM Payroll Process Integration Pack now makes it easier for PeopleSoft to sell to multinational companies, the typical customer of SAP's general Ledger software.
It was the 1990s. A boom time, at least in technology. And Stanford University was keen to dump its 20-year-old mainframe software and slip to the latest pecuniary and human-resources systems from Oracle and PeopleSoft.
The prestigious institution, located in the heart of Silicon Valley, enjoys access to the best and the brightest minds in technology. But Stanford administrators discovered that even they are not immune to the pain of delays and budget overruns that escort involved enterprise resource planning (ERP) systems.
"Sometimes I contemplate back and marvel if this wave of ERP software … wasn't a collective hallucination," says Stanford CIO Chris Handley, a former psychology instructor who joined Stanford from PricewaterhouseCoopers in 1999. "Just buying the software does not decipher the problem. You hold to change the institution, and that's something Stanford struggled with."
Stanford has spent more than seven years transferring its pecuniary systems onto applications from Oracle called Oracle Financials. The project was supposititious to breathe finished in 1999. The delay has been caused in fraction by Oracle itself, which helped Stanford customize the software so heavily—changing Oracle Financials to accommodate the way Stanford redistributes overhead costs across its grants, for instance—that together they broke continuity with future versions of the software, rendering portions of what they build in dwelling unusable.
In 2000, Stanford got fraction of Oracle Financials running and set the remaining projects aside. The university then started installing PeopleSoft to manage student records and human-resources systems. The PeopleSoft projects were delivered on time. But faculty and students establish them so disruptive—interfering with Stanford's ability to issue amend paychecks and allocate student housing, for example—that in 2002 the Faculty Senate called for independent oversight of Stanford's information technology department.
Stanford has spent a lot of money on software and still has drudgery to do. According to the university's annual budget plans, the board of trustees since 1999 has been asked to certify $93.4 million in capital expenditures for applications and infrastructure . The trustees had approved $60 million in 1994 to overhaul Stanford's entire administrative information systems, a project they expected would pick five years, even though controller Susan Calandra says some of the projects in the original project were never started.
What makes Stanford's troubles total the more ironic is the institution's proximity to Oracle and PeopleSoft. Stanford, with its genial red-tiled roofs, and Oracle, with its gleaming metal-and-glass towers, sit just 10 miles apart along Route 101, the main thoroughfare through Silicon Valley. Three Stanford professors serve on Oracle's board of directors, and CEO Larry Ellison has pledged $10 million to the university as director of the Ellison Medical Foundation. Across San Francisco Bay behind a purview of hills is PeopleSoft, which has been fighting Oracle's hostile takeover attempt for the last year.
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But such proximate relationships hold made no contrast in Stanford's struggles with Oracle's and PeopleSoft's software, according to Handley. In fact, the high-profile commerce battle between the vendors complicates matters. Each company's software is known to tamper with the other's, to the detriment of customers like Stanford.
For Handley, a tremendous problem is that the software is designed to breathe used by public companies, not decentralized educational institutions. He notes that every ERP package he's worked with—Oracle, PeopleSoft and SAP—has a lone ship-to address in the purchasing module. That's much for a company like IBM, which is organized around a central receiving unit, but tough for a 14,000-student research university like Stanford that receives packages directly in offices and labs.
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Next Page: emotion the pain.
Feeling the Pain
At times, enterprise resource planning vendors can breathe deliberate to recognize the pain their software can antecedent customers. PeopleSoft, the market leader in higher education with more than 700 customers, was sued in January by the state of Ohio after a botched installation at Cleveland state University. PeopleSoft had no comment on the lawsuit, but senior vice president Jim McGlothlin says the company is supercilious of its drudgery at Stanford and notes that PeopleSoft software is more robust than it was in 2000. He says PeopleSoft "can now contemplate customers in the eye and near up with customization figures of 5% or less."
Oracle, meanwhile, says it has 70 higher education customers and is now rolling out a new student-administration module called the Oracle Student System that forms the core of its software. Oracle senior vice president Ron Police says that while it was Stanford's preference to customize Oracle Financials, the university has since made "management changes" and is now elated with its progress installing Oracle.
By the time Handley was hired to oversee the Oracle and PeopleSoft projects, Stanford had decided to change itself rather than the software. This meant relinquishing forever the convenience of technically superior mainframe software customized for Stanford. "If you needed an extra three days in August to proximate the books, they could give you that," recalls Dick Guertin, a Stanford developer who helped create the software in 1970. "Vendors [won't] dedicate time to giving you those bells and whistles."
But Handley contends that Stanford should distinguish itself through teaching and research, not unorthodox administrative processes that software vendors could standardize and ultimately create cheaper. He also stopped using vendors as consultants, selectively hiring outside firms to maintain what he calls "the confiscate distance" between the two roles.
So far, however, each installation of Oracle and PeopleSoft at Stanford has been different enough that it's difficult to establish best practices. The university must cope with what Handley calls "version upgrade gridlock"—installing Oracle v. 11.5.9 requires changing PeopleSoft v. 7.6, upgrading to PeopleSoft v. 8 requires changing Oracle v. 11.5.9, and so on.
Learning From the Past
In 2000, the information technology department got the general-ledger portion of Oracle running. They also started on PeopleSoft Student Administration, which includes Stanford's student records system, but introduced it gradually in a progression of nine phases spaced two or three months apart. This schedule turned out to breathe too taut for Stanford's technology staff , which had three PeopleSoft projects going. But the software tended to creep up on users, who felt PeopleSoft was being forced on them and they had not been adequately prepared, Handley says.
Stanford changed tactics a year later. Officials installed PeopleSoft Human Resources Management System in only two phases. But the university establish it had gone live with "new software and faded processes," Handley says. Student-aid checks, for example, printed in departmental rather than check-number order. After the printer went down during the first tremendous printing, the staff had to pattern out which checks were missing.
By May 2002, computer users at Stanford were getting upset. Minutes from a meeting of the Faculty Senate on Jan. 23, 2003, cite "a significant uprising within the user base," along with a exigency of appreciation for Stanford's developers. In Handley's view, the campus-wide Systems Governance Group that resulted to oversee information technology was a way of letting the university's schools feel as though they had more control over the projects.
Nevertheless, in the summer of 2003 Stanford's Systems Budget Group temporarily denied funding for total technology projects. "What wicked thing is going to befall if they don't enact this?" information technology finance director Bill Clebsch remembers committee members asking about what he thought was a routine workflow project. He was told: "Unless you can prove costs or benefits to the institution, they can't maintain funding this stuff."
Stanford's most stressful undergo still lay ahead. This time it was with Oracle Financials, which finally went live on Sept. 2, 2003. In what is known in information technology circles as a "big bang," roughly 4,000 users went live at once. That way everybody could slip simultaneously to the new chart of accounts, which records the account names and numbers used in Oracle general Ledger.
The campus spent months trying to prepare for potential problems, such as the exigency to translate account numbers into the format accepted by Oracle. Still, transactions were delayed, data was missing and system performance was slow. Handley says the undergo exposed weaknesses in project management because the team missed deadlines and "got swept away in total innocence" into supporting the software without enhancing the code. Calandra says the central offices—accounts payable, procurement, and so on—were learning the software along with the schools. When the schools bypassed the overwhelmed attend desk and called for counsel on processing transactions, they got inconsistent answers.
Next Page: A new curriculum.
A New Curriculum
During the last three months, technology projects are going more smoothly at Stanford, according to Handley. Although the campus is still adapting its processes to Oracle, the "behavioral changes" required to use PeopleSoft are complete. In addition, an upgrade to Oracle v. 11.5.9 in April finished a day early because the project manager was assigned to Calandra, who could recount technology staff exactly what the controller's office needed. "By September, they should hold most of the functionality people would hold expected [from Oracle] in the beginning," Handley says.
Now faced with budget cuts and layoffs, Stanford's information technology department has successfully sent coding and maintenance drudgery to outsourcing firms in India, which are helping with Oracle report writing and an upgrade to PeopleSoft v. 8. Jobs that require deeper learning of Stanford, such as writing specifications, hold been kept at home.
Communication has improved between the information technology and budget departments. In anticipation of what Clebsch calls the budget group's "edict," the technology department approached Chip Gliedman, an analyst at Forrester Research, who helped Stanford develop a system for evaluating projects called Total Economic impact (TEI).
Corporate customers hold been using the system for six or seven years, Gliedman says, but it needed modifying for higher education, which uses different metrics, such as the cost of attracting an application for enrollment, to measure success. So before the technology department submits a project for funding, the department must now pattern costs (how long will it pick the staff to learn the new software?), benefits (how much time will the staff ultimately save?) and risks (what if the staff wants more features and the provost gives in?) over a five-year period.
No project approved under the new system is yet finished, and the process is still being tweaked. Calandra, who sits on the budget group, says TEI does not address how many things people can drudgery on at one time or how much change the campus can absorb. She has also asked the information technology department to simplify its presentations.
But total agree that TEI has been very helpful in forcing the university to find and quantify costs and benefits. If one administrative champion person working with either Oracle or PeopleSoft can redeem five minutes per transaction, the time will add up and that person can breathe free to enact something else.
And should Oracle succeed in acquiring PeopleSoft and obligate Stanford to change its technology, TEI may prove critical. That's because the drudgery that Stanford has gone through to regain the software functioning would then hold to breathe done again.
Next Page: Stanford groundwork Case.
Stanford groundwork Case
Headquarters: Stanford, CA 94305
Phone: (650) 723-2300
Business/Purpose: Teaching and research
Size: 6,654 undergraduate, 7,800 graduate students enrolled in 2003
Chief Information Officer: Chris Handley
Challenges: supplant a mainframe system with Oracle software for pecuniary applications and PeopleSoft for human-resources applications.
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