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Deloitte & Touche LLP and affiliated entities.

Implementing
Oracle Time & Labour
for Projects

Diane Bayes and
Michele Lane
Deloitte Inc.
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Implementing Oracle Time & Labour for Projects 2
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.
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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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Implementing Oracle Time & Labour for Projects 4
Plan & Scope
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Implementing Oracle Time & Labour for Projects 5
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 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

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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
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Implementing Oracle Time & Labour for Projects 8
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

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Implementing Oracle Time & Labour for Projects 9
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
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Design & Build
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The Design and Build phase was
facilitated by a series of Prototypes
Build
Prototype
Conduct
Validation
Workshop
Gather
Requirements
& Feedback
Prototype 1
Build based on basic requirements and
assumptions from experience with the
client and existing Oracle environment
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)
Full build in Production with all major
decisions confirmed
Allow small user group to experience
and critique solution for ease of use
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Process and Approve Timecards
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

24 hrs / day

< employee standard
week
Correction
s
Required?
Yes
No
Send to Supervisor
for Approval
Yes
No
Contracto
r
Timecard
?
Changes
Required
?
Yes
No
End of
Week
Timecard
Approved
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
Import
timecard
s from
OTL to
Oracle
Projects
Stop
Is
time
charged to
Absence
(vacation,
Sick)
Yes
Is
Person Type
contractor
Labor Cost
Overrides:
Individual
contractor cost rate
Yes
No
Labour Cost
Extension:
Cost rate is set to
zero based on
Project Type
Get employee
Parent
Organization
Organization
Rate: Rates set by
Job at Parent Org
level
Calculate cost:
multiply hours by
cost rate
Cost Rates influenced
by:
Project Type
Person Type (Internal or
External)
Parent Organization
Job
Specific Contractor rates
or Labour Cost
Overrides
No
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Auto Accounting Rules
Labor Cost Account Labor Cost Clearing Account
Type of Project
Debit
(Charge)
Credit
(Offset)
Type of Resource
Capital
Construction in
Progress
Organization
responsible for the
person
All Labor
Indirect
(Special Admin
Project Type)
Organization
responsible for the
Person
Special Liability
suspense account
Contingent Worker
Labor
Indirect
(General
Maintenance &
Expense)
Organization
responsible for the
Project/Task
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Implementing Oracle Time & Labour for Projects 16
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) and
reference PO
Use OTL to charge time to Project
as identified on the PO
Choose to integrate OTL with
Purchasing
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
Our Workaround:

Issue PO
Distribution(s) are to the Special
Liability account
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)
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

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Implementing Oracle Time & Labour for Projects 17
Test & Deliver
with Lots of Training &
Communication!
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Implementing Oracle Time & Labour for Projects 18
Testing Activities


UAT
Integration
Testing
Unit Testing
Develop Test Scripts
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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
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Implementing Oracle Time & Labour for Projects 20
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
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Implementing Oracle Time & Labour for Projects 21
Customized Timecard
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Implementing Oracle Time & Labour for Projects 22
Assigning an OTL Group
to a Project
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Implementing Oracle Time & Labour for Projects 23
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

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Implementing Oracle Time & Labour for Projects 24
Wrap Up
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Implementing Oracle Time & Labour for Projects 25
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 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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Implementing Oracle Time & Labour for Projects 26
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


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Implementing Oracle Time & Labour for Projects 27
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
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Implementing Oracle Time & Labour for Projects 28
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

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Questions?
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Appendix
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Accounting Approach
Entry
Capital Projects Costs
Operating Projects / Operating Tasks in
Capital Projects
Admin Project
Employees Contractors Employees Contractors Employees Contractors
Charge
(DR)
Task Company &
CIP account
Employee
Organization
(Co.Loc.Dept) &
Allocated
Capital Labour
Recovery
Account
Task
Organization
(Co.Loc.Dept) &
Contracted
Labour
Expense
Account
Employee
Organization
(Co.Loc.Dept) &
Allocated
Capital Labour
Recovery
Account
Contractor
Organization
(Co.Loc.Dept) &
Contracted
Labour
Expense
Account
Offset
Employees
(CR)
Employee
Organization
(Co.Loc.Dept) &
Allocated
Capital Labour
Recovery
Account
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
Contractor
Organization
(Co only) &
Contractor
Clearing
Account
Contractor
Organization
(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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Implementing Oracle Time & Labour for Projects 32
Summary of Costing & Accounting Rules
Type of Project
Type of
Resource
Project Cost
Results
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 Owning
Org Expense
Clearing (Liability)
Absence

Internal
(*no external)
$0 No Impact
Administrative

Internal Average Cost No Impact
External Actual Cost Contractor Org
Expense
Clearing (Liability)
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Implementing Oracle Time & Labour for Projects 33
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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.
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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
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