Transcript Slide 1
Project
Management
Committee Meeting
February 3, 2005
Building the Human Resources and Payroll Environment for
the Next Generation of North Carolina State Government
Welcome and Introductions
Project Management Committee
Julie Batchelor, OSC, Chair
John Barfield, OSC
Rod Davis, DENR
Dan Domico, DOT
Angela Faulk, DOT
Bob Giannuzzi, ITS
Carl Goodwin, OSP
Wendy Griffin, DOT
Kathy Gruer, DHHS
Ginny Klarman, State Health Plan
Tracy Little, DOC
Jim Macaulay, OSC
Jim Newman, DOT
Kim Padfield, DOT
Tom Runkle, ITS
Gary Wiggins, OSP
Margaret Wiggins, AOC
Jonathan Womer, OSBM
Pam Wortham, Treasurer’s Office
OSC Management
Robert Powell, OSC
Gwen Canady, OSC
Project Team
Linda Hudson, OSC
Shannon MacFarlane, OSC
Lowell Magee, Deloitte
Bradd Craver, Deloitte
Dorie Kehoe, Deloitte
James Stovall, Deloitte
Katie Beacham, Deloitte
Parham Gerami, Deloitte
Ed Brodsky, Deloitte
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Agenda
Welcome, Introductions and Agenda
Committee Update
HR/Payroll Project Status
Change Management & Communications
JAD Sessions Review
Areas Requiring PMC Involvement
Open Discussion
Action Items Review
Adjourn
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Committee Update
Committee Update – Roles and Responsibilities
HR/Payroll Project Management Committee (PMC)
Represent the needs of a wide cross-section of stakeholder agencies
Provide guidance and coordination across the HR/Payroll project
Serve as liaison to the agencies and provide direction for managing cross
agency issues and opportunities
Overall responsibility for ensuring project deliverables have received
appropriate agency input and review
Identify and resolve issues
Identify risks and provide suggestions for mitigation
Review status updates and provide direction
Serve as change agents to build consensus and facilitate implementation
and user acceptance of new system in agencies
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Committee Update - Initiatives
NCTIME Meeting Outcome
Legislative Update
Scope Finalization
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HR/Payroll Project
Status
Status Report
Activities Completed This Period
1/6/2005 – 2/2/2005
Submitted draft of preliminary requirements for HR Group 1
Conducted JAD Sessions on the following topics:
• Career and Succession Planning
• Manage Employee Separation
• Manage Recruiting, Hiring, and Integration
• Plan and Manage HR Programs and Plans
• Design and Maintain Organizational Structure
• Manage Compensation and Classification
Onboarded Deloitte change management lead
Developed project marketing document
Drafted tentative topics for technical JAD sessions
Informed CIOs of upcoming technical JADs
Drafted a project communication from the PSC to update stakeholders on
progress to date
Provided insight and cost figures from other states
Documented lessons learned during Plan and Vision phases
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Status Report
Plans for Next Period
2/4/2005 – 3/3/2005
Conduct HR JAD sessions on the following topics:
• Maintain Benefits and Enrollment
• Administer Benefits
Prepare and submit draft of preliminary requirements for HR Group 2
Conduct Payroll JAD sessions on the following topics:
• Collect Time and Attendance
• Manage Payroll Pre-Processing
• Manage Payroll Processing
Confirm technical approach
Prepare for Technical JAD sessions
Begin development of change management strategy options
Share project news and preliminary requirements with agency HR directors
to begin to engage them in the project
Conduct general statute research
Prepare and submit ITS monthly report for January
Hire intern
Conduct legacy shadow system analysis
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High Level Project Timeline
Project Week
Plan
Vision
1
3
Month
2
4
Execute
5
Nov
Date
25
1
Project Management
8
15 22 29
6
7
8
9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Dec
6
13 20 27
• • • • • •
Close
Jan
3
10 17 24 31
Feb
7
14 21 28
March
7
14 21 28
Apr
4
11
18
25
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Change Management
Group I
Human Resources
Group II
Payroll
Technical
• – Project Status Report
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Final Deliverables
Offsite Working/Holiday
HR – Group I
• Personnel
Administration
• Recruitment
• Applicant Tracking
• Disciplinary Action and
Complaint Management
• Incident and Accident
Tracking
• Exit Interviews
• Competency Based HR
Management
• Performance
Management
• Training Administration
HR – Group II
• Compensation
Management
• Job and Salary
Surveys
• Position Evaluation
Analysis
• Benefit
Administration
• Workforce Analytics
• Organizational
Management
• Employee Self
Service
• Leave Tracking
Payroll
• Payroll
Administration
• Payroll Processing
• Labor Cost
Distribution
• Time Collection &
Management
• Budget Support
Technical
• High level
technical
requirements
• Security
• Infrastructure
• Integration
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Change Management &
Communications
Change Management Activities
Developing HR/Payroll Project handout for legislature and state leadership
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Identifies project goals
Defines the current state problems, risks, and urgency
Defines future state benefits
Identifies key project deliverables
Developing of high-level Change Management Strategies to be used as a
roadmap for implementation activities
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Leadership alignment
Organizational transition
Communications
Capability transfer
Project team effectiveness
End-user training
Met with Jeff Roerden (DOT) to discus change management and
organizational opportunities
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JAD Session Review
JAD Sessions Completed
Career and Succession Planning
Process Owner: Pam Frazier
Number of Participants: 17
Manage Employee Separation
Process Owner: Betty Smith
Number of Participants: 10
Manage Recruiting, Hiring & Integration
Process Owner: Helen Dickens
Number of Participants: 19
Plan and Manage HR Plans & Programs
Process Owner: Gerry Fisher
Number of Participants: 19
Design and Maintain Organization Structure
Process Owner: Joe Stroup
Number of Participants: 15
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Areas Requiring
PMC Involvement
Opportunities for Change
Process Redesign Opportunities
– A single, online application for applicants to use when applying for any
job within the State
– Treating employees who move between agencies as transferred
employees rather than terminating them and rehiring them
– Electronic, rather than paper Organization Charts
– More streamlined approval processes in many areas
Possible Areas for Standardization/Consolidation
– A standardized list of skills and competencies to be used for Career
Development, Job Descriptions, and Performance Review
– A consolidated database of applicants with standardized, automated
screening processes
– Simplified, standard job descriptions
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Legislative Barriers to Business Process Redesign
Performance Review process and form is hampered due to legal
restrictions around performance appraisal content
Succession Planning is limited due to restrictions around hiring
practices
There are an abundance of independent benefit plans available to
different agencies because they are legally required to let the
insurance providers present these options
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Open Discussion
Action Items Review
PMC Action Items
March 3, 2005 – Next PMC Meeting
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