Transcript Slide 1

Project
Management
Committee Meeting
April 7, 2005
Building the Human Resources and Payroll Environment for the
Next Generation of North Carolina State Government
Welcome and Introductions
Project Management Committee
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Julie Batchelor, OSC, Chair
Rod Davis, DENR
Dan Domico, DOT
Bob Giannuzzi, ITS
Carl Goodwin, OSP
Wendy Griffin, DOT
Kathy Gruer, DHHS
Ginny Klarman, State Health Plan
Tracy Little, DOC
Jim Macaulay, OSC
John Morgan, OSC
Rob Nelson, UNCGA
Jim Newman, DOI
Catey Oliver, State Health Plan
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
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Linda Hudson, OSC
Shannon Byers, OSC
Lowell Magee, Deloitte
Bradd Craver, Deloitte
Dorie Kehoe, Deloitte
Katie Beacham, Deloitte
Parham Gerami, Deloitte
Doug Oliver, Deloitte
Stas Krapivnik, OSC
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Agenda
 Welcome, Introductions and Agenda
 Committee Update
 HR/Payroll Project Status
 Post JAD and Technical Sessions Review
 Change Management & Communications
 Business Process Improvement
 Open Discussion
 Action Items Review
 Adjourn
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Committee Update
Committee Update – Initiatives
 SBIP News
– Legislative update
– Data Warehouse
– Next Steps
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HR/Payroll Project
Status
Status Report
Activities Completed This Period
3/3/2005 – 4/6/2005
 Obtained sign-off on HR Group 2 preliminary requirements
 Completed Payroll JAD sessions
 Began preparations for meetings with CFOs and CIOs
 Continued Technical work stream and met with ITS senior management
 Completed change management strategy options, conducted change
management focus group and follow up interviews
 Outlined re-engineering and organizational strategies deliverable
 Presented business process redesign strategy and pre-implementation planning
recommendations to PSC at March 16 and April 5 meetings
 Conducted second HR Directors meeting on March 15, 2005
 Conducted vendor QA review
 Conducted Certified Public Managers meeting on March 22
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Status Report
Plans for Next Period
4/7/2005 – 5/4/2005
 Prepare and conduct third HR Director’s meeting (April 15, 2005)
 Prepare and conduct CFO and CIO meetings (late April)
 Meet with Retirement and Budget technical staff
 Complete technical work stream and submit technical deliverable for sign-off
 Complete change management work stream and submit deliverable for sign-off
 Complete Organizational Opportunities Plan and submit deliverable for sign-off
 Complete Final HR, Payroll, and Technical Requirements deliverable
 Planning and preparation for Phase 2 activities
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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
• • • • • • • • • • • • • • • • •
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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Post JAD and
Technical Sessions
Review
JAD Session Follow Ups
Certified Public Managers Meeting – March 22
– Met with nine Certified Public Managers from six agencies
– Presented an overview of Employee/Manager Portal Functionality
– Discussed their requirements as non-HR/PR managers and employees
State Health Plan/BCBS Meeting – March 31
– Met with Ginny Klarman from SHP and Judy Poe from BC/BS
– Discussed future system functionality and requirements
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Technical Activities
 Scheduled sizing kick-off meeting with process team leads
 Gathered data requirements (user analysis, questionnaires, expected
volumes, retention and growth)
 Analyzed implementation time line and payroll trends
 Collected and analyzed legacy system user counts and transaction
volume data
 Generated and revised performance requirements using sizing models
and estimates
 Initiated infrastructure design
 Defined application security needs, desktop requirements and
application bandwidth requirements
 Designed high level interface design and TO-BE application architecture
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Change Management &
Communications
Leadership Alignment - Activities
North Carolina HR/Payroll Leadership Alignment Activities
Overall
Objectives
Pre-Implementation
Phase
Set the vision and strategy for the change
effort, determine leadership readiness,
responsibilities and alignment required to
facilitate change.
Major Activities
• Establish strategic objectives and set
the direction for change
• Conduct leadership interviews to
determine alignment, gaps, and needs
• Prepare leadership alignment action
plans
Implementation
Phase
- Build consensus and develop leadership change and
communication plans to launch and sustain efforts and set the pace
for change.
- Launch and sustain leadership visibility and endorsement in
change efforts.
Major Activities
• Develop leadership action plans to drive the change effort
• Determine specific roles of leaders in change process
• Deliver Leadership Workshops
• Develop and deliver leadership communication toolkits
• Engage key leaders in the change through face to face contact
• Build agreement among leaders
• Build consensus and resolve conflicts as they arise
• Assign individual accountabilities to
• Prepare leadership for their role in the implementation
leaders to support the vision and
change effort
• Executive leadership alignment
workshops
• Develop leadership feedback process
• Develop Leadership Change Roadmap
• Assess overall effectiveness of the effort and implement
supplemental leadership strategies as needed
• Conduct Leadership pre-go-live briefings
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Organizational Transition - Activities
North Carolina HR/Payroll Organizational Transition Activities
Overall
Objectives
Pre-Implementation
Phase
Assess the impact of coming changes
on the workforce and organization.
Understand the current organization,
including its culture, leadership and
decision making processes.
Major Activities
Implementation
Phase
- Assess change readiness and define desired culture and behaviors.
- Implement work plan activities and measure success through assessments
and surveys.
- Conduct activities to ease employee transition to new business process
and/or roles.
Major Activities
 Conduct change readiness and
impact assessments
• Develop culture change action plan
 Assess as-is culture and outline
• Define desired organizational structure
approach for required culture
change
• Define and document current organizational structure
• Develop workforce transition plans
• Develop detailed impact assessment down to the role level
 Identify implications for change,
including enablers and barriers
• Document roles and responsibilities for changed and new positions
 Identify high level impacts of
process and system change
• Implement new organizational structure
• Document competency list and definitions
• Implement reward and recognition program for desired behaviors
• Implement workforce transition
• Job Impact communication and training
• Conduct post-implementation assessments to measure the effect of the
change and make adjustments as needed
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Communications - Activities
North Carolina HR/Payroll Communication Activities
Overall
Objectives
Pre-Implementation
Phase
Fully understand stakeholders and
their communication needs.
Identify Change Network.
Assess current communication
environment to identify gaps/needs,
and develop initial project
communications.
Major Activities
• Assess communication objectives,
identify barriers and challenges
• Conduct stakeholder assessment and
analysis
• Develop theme and brand for
transformation
• Determine key organizational
messages
• Develop preliminary project
Implementation
Phase
Develop a change communication strategy/plan that integrates objectives,
target audiences, specific key messages, and appropriate delivery
tools/media.
Deliver communications to actively involve stakeholders and assess
communication plan effectiveness.
Major Activities
• Create detailed communication strategy/plan
• Design and implement feedback mechanisms/tools
• Establish communication infrastructure and Change Network
• Develop communication materials and tools
• Update and implement communication plan
• Communicate progress and celebrate successes
• Assess communication effectiveness and adjust accordingly
communications (e.g.,
announcement)
• Identify and build communication
network
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Capability Transfer - Activities
North Carolina HR/Payroll Capability Transfer Activities
Overall
Objectives
PreImplementation
Phase
Project team training needs are
identified and planned-for
Major Activities
• Develop project team training
strategy
• Identify subject matter experts for
training development
Implementation
Phase
Ensure that the appropriate knowledge and skills are transferred to state
and agency associates at the right time
Major Activities
• Conduct project team training needs assessments
• Develop project team training plans
• Deliver project team training
• Develop Capability Transfer approach
• Assess current capabilities and gaps
• Develop an overall Capability Transfer Plan to eliminate gaps
• Track implementation of capability transfer plan
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Project Team Effectiveness - Activities
North Carolina HR/Payroll Project Team Effectiveness
Activities
Overall
Objectives
PreImplementation
Phase
Define and kick-off the project and
orient project team members and key
stakeholders on the objectives,
scope, timeline and logistics of the
project
Major Activities
• Identify and select team
members and develop back-fill
plan
• Develop project and team
structures, governance model
and processes
Implementation
Phase
Conduct project implementation kick-off and orient project team
members.
Perform on-going project management activities, define performance
measures, and develop teambuilding and team member rewards
strategy.
Define project wrap-up activities.
Major Activities
• Develop project team charter
• Develop Project Charter
• Develop project team communication process
• Conduct Project Kickoff meeting
• Develop project rewards and recognition program
• Define project goals and success
criteria
• Maintain issue resolution and status reporting
• Prepare on-boarding / kick-off
meeting
• Conduct Quality Assurance review
• Develop project team member review process (for state staff)
• Orient team members and key
stakeholders
• Develop and execute project roll off plan for employees
• Define project structure, roles
and responsibilities
• Mark key milestones and accomplishments throughout the project
and celebrate success along the way
• Determine lessons learned
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End User Training - Activities
North Carolina HR/Payroll End User Training Activities
Overall
Objectives
PreImplementation
Phase
Implementation
Phase
Conduct high level assessments to
contribute to the development of the
training strategy and prepare for
training.
Develop a training strategy that encompasses the design, development,
and roll-out phases of the training process.
Deliver training and gather feedback to maintain effectiveness and
applicability. Develop post project training initiatives to address
potential gaps.
Major Activities
Major Activities
• Conduct end-user training
assessments
• Assess existing training resources
and facilities to determine
leveragability
• Develop training strategy and
plan
• Identify training tools and
vendors
• Identify subject matter experts
for training development
• Create end-user documentation templates
• Prepare Power User Strategy
• Design end-user curriculum and develop training content and
materials
• Assess training database environment
• Training environment set-up
• Select and on-board trainers (and/or Power Users)
• Develop and roll out pilot training materials
• Design training delivery/logistics
• Test training materials and exercises
• Conduct training
• Prepare Post Go-Live Training Support Plan
• Capture lessons learned and revise training materials as appropriate
• Develop post-project training plan and materials
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Business Process
Improvement
Business Process Improvement Proposed
Approach/Timeline
 Approval received from PSC to go forward with initiatives (March 16th)
 Convene JAD Process owners for BPI workshops – April 6, 2005
- Review and Determine Processes in scope for short term attention
- Develop High level milestones and objectives/targets
 Present go forward HR initiatives to HR Director’s Meeting – April 15
 Present go forward Payroll initiatives to CFO’s in late April
 Conclude Pre-Implementation Activities – August/September
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BPI
•Met with the following Process Owners:
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Plan and Manage HR Programs and Plans
Design and Maintain Organizational Structure
Manage Recruiting, Hiring and Integration
Develop and Train Workforce
Manage Compensation and Classification
Maintain Benefits and Enrollment
Administer Benefits
Monitor Employee Safety & Health
Manage Employee Relations
Manage Employee Separation
Gerry Fisher
Joe Stroup
Helen Dickens
Ann Cobb
Duane Hinkle
Pani Tademeti
Pani Tademeti
Mike Chapman
Drake Maynard
Betty Smith
•Received commitment to proceed with BPI in all processes
•Next Steps
 Educational Session to outline specific tasks, requirements and support – Late
April/Early May
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Open Discussion
Action Items Review
Upcoming Meetings
 April 15 – HR Director Meeting - PDC Commission Room - Peace Street
 May 5 – Next PMC Meeting
 TBD – CFO Meeting
 TBD – CIO Meeting
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