Holland Casino on Safe Passage The decision process

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Holland Casino on Safe PassageThe decision
process

• Gijs Houtzagers

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Gijs Houtzagers

• From 1995 Management consultant HRIS, break at
  Baan as HR director
• Various HR and payroll implementations, also
  international consulting (Meta4, Nortel, Qdata
  Dynamique)
• SAP HR (4.6.c) implementation in 1999 at the
  Ministry of Transport in Holland
• PeopleSoft 8.3 HR en 8.4 Fin implementation
  Holland Casino 2003
• Founding of a Competence center ERP in 2004
• SAP implementation HCM, Fi/Co en Netweaver in
  2006
• Now back to consultancy joined Kirkman Company
  in May 2007

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Holland Casino

• 14 casinos and a headoffice
• 681 mio gross turnover, 115 mio nett after taxes
• 5000 employees
• Sole licenseholder for offering games of chance
• 6,5 mio visitors a year and growing
• Responsible to the ministries of Justice and
  Finance

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The history PeopleSoft projects

• Finance, started on September, 1 2002, live
  April, 25 2003
• EPM/budgetting started on February, 1 2003, live
  on August, 4 2003
• HR, Started on December, 1 2002, phase 1 live on
  Jun, 16 2003, phase 2 (competence management, met
  360 feedback and Training management on
  November, 1 2003 and January, 1 2004
• PeopleSoft payroll process, started on October, 1
  2002, live for testing September, 20 2003, live
  on January, 1 2004
• Implementation partner LogicaCMG

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And then

• The Oracle take over

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Oracle Strategy

• Roll out of PeopleSoft 8.9 in 2005
• Oracle e-business suite 12 in 2006 based on SOA
  (100 Java) PeopleSoft Enterprise 9 in 2006 (dead
  end)
• PeopleSoft EnterpriseOne 8.12 in 2006
• Components FUSION (data hubs en transaction dbs)
  in 2006. All 8.000 developers devoted to it
• FUSION applications available in 2007. These
  contain minimal the same functionality as the
  Oracle apps of version 12, combined with the
  functionality of PeopleSoft 8.9 (or 9.0)
• Migration in 2008, automated update

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What offers the future?

• Possible the same we have now but probably not
• Other IT architecture
• Other company strategy
• Lot of risks (too early versions, lack of
  integration, no support for current
  customizations, knowledge of application can only
  be found with the product supplier)
• A lot of costs
• Unclear vision for the future
• We didnt choose this

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Is it possible to do nothing?

• From an application point of view yes, however
• Windows 2000 is supported until 2005
• Oracle 8.7.2 is supported until 2005
• PeopleSoft becomes divergent in the ICT
  department
• Problems with new rulings (Wet Walvis,
  levensloopregeling, zorgstelsel).
• Problems with interfaces with other applications

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Direct consequences

• No investments in PeopleSoft unless a necessity
  because of rulings.
• There is a time frame you cannot keep the
  business locked up for too long a period of time.

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Analyzing the environment

• Use the network
• Contacts with other customers, preferably in the
  US
• Contacts with Partners
• Give interviews
• Attend members associations
• Attend SAP EMEA (Sapphire)
• Benchmarking with experiences
• Consult Analysts (IDC, Gartner)
• Mapping of risks

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Consequences long term

• New user interface
• New functionality
• New processes
• Application development
• A lot of risks

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Choices

• Following PeopleSoft/Fusion Oracle version 13
• Oracle version 11.10/Fusion
• SAP
• Microsoft
• Local products
• Outsourcing risks (LogicaCMG, TomorrowNow)
• Primary starting point Prove interface with
  current payroll of payroll in company

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Next steps

• Initial scoping sessions
• Reduction of number of routes (4)
• Calculation of costs
• Fit-gap for functionality
• Choice before January, 1 2006
• Dependant of choice implementation in 2006 or
  2007

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Provisional analysis PeopleSoft 8.9- Fusion
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Provisional analysis Oracle 11.10- Fusion
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Provisional analysis SAP
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Provisional analysis local products
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Decision making

• Preparation by the competence center together
  with Purchasing
• Tuning with ICT
• Proposal to application owners (HR en FC)
• Tuning with steering committee ICT
• Proposal to the board

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Final Choice

• The final choice was made for SAP, because
• Sound long term vision
• Payroll very good localized for the Dutch market
• Trustworthiness
• Far better integrated
• You know what you will be getting
• Better suited for the Dutch market
• Better technology
• Some interesting additional functionality

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Safe Passage

• First customer in Europe
• 65 refund of PeopleSoft licenses, costs for SAP
  340K
• Killing the Oracle support in 2006 saved 200K
• Risk management PeopleSoft support was
  outsourced to TomorrowNow no costs involved and
  internal resourcing was available for the SAP
  project

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The SAP project

• Implementation of SAP HCM/payroll, Fi/Co,
  Netweaver (XI) and SAP BW
• Implementation partner LogicaCMG
• Within time frame and budget
• Go live January 2007 (started February 2006)

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Steps to be taken in the (near) future

• SAP, unless strategy
• Implementation of Facilities (PM)
• Phasing out of best of breed applications by
  means of SAP

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Things to consider

• The implementation partner wants to do his trick
  and that can be different than you want
• Continuity problems
• Change Management

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Questions
?