Transcript HRS Project Overview November 17, 2008 Agenda • • • • Project Retrospective Project Progress To Date Project Tools Relevant Items for Grants Managers.

HRS Project Overview
November 17, 2008
Agenda
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Project Retrospective
Project Progress To Date
Project Tools
Relevant Items for Grants Managers
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PROJECT RETROSPECTIVE
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Background
• Current legacy system has served the needs of
UW since approximately 1975
• Over 40,000 administrators, faculty, staff and
student workers from all campuses are paid
through this system
• Both technology and the needs of higher
education have changed since the legacy
system was implemented
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History
• The HRS Project follows the failed attempt to
implement another ERP solution
– APBS, 5 years, $26.5 Million
• University of Wisconsin System contracted
with CIBER, Inc. to conduct a Project Charter
effort and subsequently a Fit / Gap analysis for
the implementation of PeopleSoft’s HCM
Solution version 9.0
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Project Objectives
• One integrated University system of record for
human resources, benefits, and payroll
• Accurate, timely, mandatory and legal delivery
of benefits and pay to all employees
• Improve the quality of institutional and
employee data – increase data integrity,
control and records management
• Empower end-users with access to integrated
data
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Project Objectives
• Minimize duplicate and triplicate entry of data
• Increase the degree of standardization for
policies, practices, and service delivery related
to HR, Benefits, and Payroll
• Implement a flexible system that allows for
future development
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Project Principles
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Formal project management
Inclusive project governance
Transparent project decision making
Open and effective communication
Balance of scope and needs
Commitment of resources to support the
legacy system and the implementation of HRS
and UW related projects
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PROJECT PROGRESS TO DATE
HRS Timeline
• HRS Project Charter completed in October
2007
• Initiation Phase: January to March 2008
– Project preparation, planning for process reviews
• Fit/Gap Phase: March to July 2008
• Intersession: June to mid-September 2008
• Implementation Option Planning and
Budgeting: Begins September 2008
HRS Timeline
• Selection of Implementation Partner: November
2008
– If partner not selected in November follow on phases
will slip accordingly
• Planning Verification Phase: Start November 2008
– 60-90 days of review, verification and finalization with
Implementation Partner
• Fall Walk-thrus: November 2008 thru December
2008
HRS Project Status
• Fit / Gap began in March of 2008
– One-week to two-week long sessions with core
team by business / module area
– Summarized findings and review presented to
campuses in regional meetings
– Resulted in a high level review and validation of
all major areas but it did not get us to the level of
detail we needed
• We created INTERSESSION
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HRS Project Status
• HRS Project Intersession consisted of two
major activities:
– Configuration of a base HRS system for learning,
prototyping, analysis, etc.
– Work on decisions, sub-projects and other
analysis required for option planning
• The configuration of the base system was
done in 15 days and accurate pay checks were
produced
HRS Project Status
• All business processes reviewed for Fit or GAP
– Validated against APBS list of business processes
– Gap solution development underway
• Team is working on sub-projects / decisions
– Analyzing options and prototyping using the system
created in Intersession
• RFP for Consulting Services
– Vendor reviews underway with hope of having
partner on board in November
Project Scope in HCM Terms
In Scope HCM Modules
Out of Scope
• Human Resources
– Talent Acquisition Manager
• Benefits
– Base / Benefits Administration
• Payroll
– Absence Management
– Time and Labor
• EPM (data warehouse)
• Self Service
• Workflow
• Finance
– Commitment Accounting
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Budget
Health and Safety
ePerformance
Enterprise Learning Management
PROJECT TOOLS
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Project Tools
• Decision Making
• Communication
• Program Release
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Decision Process
• All HRS Project decisions are logged into JIRA
as Decisions
– They are basically choices we have to make on the
project
• Each decision is assigned an Advocate
(someone from the Decision Council) to
ensure that the appropriate parties are
informed and involved
Decision Making Goals
• For the HRS Project the decision making
process should be:
– Rigorous – analysis, options, communication
– Structured – approach and methodology
– Documented – clear, concise, understandable
– Represented – appropriate representation from
impacted parties
– Defensible
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Decision Making Conundrum
• There are many groups / teams that are either
directly connected to the HRS Project or
loosely affiliated with the Project
• Need to clarify the who’s:
– Who is responsible for driving the decision
– Who we need to involve in the process
– Who makes the decision
– To whom is the decision communicated to
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Current Decision Groups / Teams
• UW Service Center
Executive Committee
• UW System Service Center
Advisory Committee
• UW HRS Project Steering
Committee
• Executive Sponsors
• Project Management Office
• Project Team / Core Team
• Sub-Project Teams
• Related-Project Teams
• Site Leaders
• Subject Matter Experts
• Other Affiliated Groups
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HR Directors
Payroll / Benefits Managers
CIOs
Common Systems Review
Group
– DoIT
– Madison’s Administrative
Council
– Controllers
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Decision Council Authority
The HRS Decision Council was approved by the HRS Project
Steering Committee at its May 2008 meeting. The Decision Council,
a subset of the Steering Committee, is designed to achieve a more
expeditious and flexible decision-making process. The Council will
meet more frequently and look into options and decision analysis
much more comprehensively than would be possible with the full
Steering Committee.
The Decision Council has been given the authority to make decisions
on behalf of the entire Steering Committee about any and all HRS
projects, sub-projects, and business process issues. All decisions will
be reviewed with the Steering Committee and detailed analyses will
be shared for further discussion and resolution when requested by
the Steering Committee. The Steering Committee may determine
that a proposed decision should more appropriately be directed to the
UW Service Center Executive Committee for further review and
resolution.
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Carla Raatz
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Donna Weber
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Renee Stephenson
Project Governance
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Diane Mann
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Dwan Schuck
Associated Groups
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Service Groups
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HRS Communication
• Public website:
http://cs.uwsa.edu/hrs/default.aspx
• HRS Communication Hub:
– http://comsys.uwsa.edu
– Used for sharing of files, discussion groups,
surveys, calendar of events
– You can request a login (this is open to UW staff)
• Bi-Weekly Emails
– Updates to Site Leaders on project activities
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HRS Communication
• Monthly WisLine Web Sessions
– One line for each campus, three for Madison
– More detailed project update to campuses
• Road Shows
– Stevens Point November 6 and 7
– Madison: scheduling underway
• Education
– Small bite learning opportunities to begin to raise
awareness of the upcoming change
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HRS Program Release
• The HRS Project will require that a number of
other projects, related to but not within the
scope of HRS, follow the same timeline for
analysis, design, development, etc.
• These projects will be managed as a Program
Release – coordinated and consistent project
management – across UW System
HRS Program Release – Related
Projects
• UDDS
• SFS
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SCT
SENC
SFD
WISDM
WISPER
ECRT
GL Interface
And on and on
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IAM
Kronos
Student Systems
Pay Data
Budget System
Mail Drop / Building
Code
• Business Continuity
• Security
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