The Challenge

Suncorp were looking to commence a large, high risk and complex integration project to integrate payroll systems across the group, including:

  • Integration of 6 separate payroll systems
  • Delivery across 9 entities – Astron, Vero, Promina, Heritage and more
  • Working across 2 countries – Australia and New Zealand – and multiple office locations and teams
  • Data to be supplied to, and integrated with, 2 separate contact systems (Suncorp and AAMI)

The challenge was greater than shown in the headline goals – the payroll systems are not standalone; each system affects multiple upstream and downstream systems, with data travelling between multiple disparate legacy systems including internal and external websites.

On top of the business and application challenges, the shared infrastructure of the multiple group organisations had complex and demanding directory systems and security requirements.

The Solution

Starting Out

The initial omniEffect goal was to define the systems and technical architectures across the group, analysing all the applications and business units that would be affected.  omniEffect produced the To-Be Systems Landscape, enabling the consistent management of multiple data sources within both the incoming platforms – PeopleSoft and Oracle Financials – and the >50 current and legacy systems.

This was achieved through the omniEffect design and subsequent delivery of the Suncorp ‘PeopleOne’ HRMS IT Services Platform, now known as the PeopleHub.

Delivery

  • PeopleHub HR Relational Model
    A persistence layer was created, representing a translated and simplified view of HR information sources from the disparate systems, this model allowed a common representation and consistent export of data entities to dependent systems. The persistence layer moves greater load onto the data hub rather than spoke systems, allowing them to remain performant for their online services. The aggregated HR model provided a single location for identifying data errors and inconsistencies that each individual application was unable to locate.
  • Load Balanced Web Services and Web Presentation Layer
    Real-time system interfaces were provided by scalable web services. Built using N-Tier architecture, the service and presentation layer could be scaled independent to business logic and database layers.
  • Scalable Batch Processing of File Based Data Interchange
    High speed file processing both in and out of the hub was built and shown to be balanceable across any number of application servers, providing for large increases in processing capacity.
  • Continuous Integration
    Employed a CI base development strategy utilising SVN, unit testing, schema migration and automated deployment. The automated process provided excellent support for the Agile project team work, moving quickly from requirements through development, system and integration testing.

Conclusion

  • Successful Cutover to New System
    Murphy Pipe and Civil were successfully cut-over to the new automated system, which reduced manual handling significantly, and automated 70% of the former process.
  • Reduction in Process Time
    Efficiencies gained through automation, and use of integrated systems reduced the process completion time from 3-4 weeks per transaction, to 3-5 days per transaction.
  • Redesign of IT Project Processes
    FTE IT resources were up-skilled during the delivery of the project, being mentored in Project Management, Requirements Gathering and Analysis, Agile Development, and Change control in Enterprise Environments.

The Client

Suncorp

Industry – Banking & Finance
Turnover – $15bn per Annum
Locations – Australia, New Zealand
Employees – 10,001 – 50,000
Project Budget – >$10 Million

The Project

Large high-risk integration of 6 separate payroll systems across multiple banks and countries

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Murphy Pipe & Civil