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Project Management Committee Meeting. Building the Human Resources and Payroll Environment for the Next Generation of North Carolina State Government. December 2, 2004. Project Management Committee John Barfield Marshall Barnes Rod Davis Dan Domico Amy Faulk Bob Giannuzzi

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project management committee meeting

Project Management Committee Meeting

Building the Human Resources and Payroll Environment for the Next Generation of North Carolina State Government

December 2, 2004

welcome and introductions
Project Management Committee

John Barfield

Marshall Barnes

Rod Davis

Dan Domico

Amy Faulk

Bob Giannuzzi

Carl Goodwin

Wendy Griffin

Kathy Gruer

Ginny Klarman

Tracy Little

Jim MaCaulay

Jim Newman

Kim Padfield

Tom Runkle

Gary Wiggins

Margaret Wiggins

Jonathan Womer

OSC Staff

Gwen Canady, Deputy State Controller

Julie Batchelor, Assistant State Controller (PMC Chair)

Linda Hudson, SBIP Program Manager

Shannon MacFarlane (Senior Business Analyst)

Deloitte Team

Lowell Magee, Project Manager

Bradd Craver

Dorie Kehoe

James Stovall

Katie Beacham

Others TBD

Welcome and Introductions
agenda
Agenda
  • Welcome, Introductions and Agenda
  • Statewide Kick-Off Review
  • HR/Payroll Project Status
  • HR/Payroll Vision, Goal and Guiding Principles
  • JAD Sessions Overview
  • Change Management Strategy
  • Open Discussion
  • Action Items Review
  • Adjourn
status report
Status Report
  • Activities Completed This Period
  • 11/10/2004 - 12/1/2004
  • Completed Planning Phase deliverables
  • Finalized project vision and drafted guiding principles
  • Met with Program Steering Committee
  • Prepared for and conducted project Kick-Off Meeting with key stakeholders
  • Confirmed subject matter experts (SMEs) and developed JAD calendar
  • Developed preliminary JAD session calendar
  • Refined communications plan and began stakeholder analysis activities
  • Met with ITS project management staff
  • Initiated requirements gathering interviews
  • Distributed NCTIME communication
  • Initiated project branding
slide7

Status Report

  • Plans for Next Period
  • 12/2/2004 - 1/5/2005
  • Finalize guiding principles
  • Prepare for and conduct JAD Sessions on the following topics:
    • Develop and Train Workforce
    • Monitor Employee Safety & Health
    • Manage Employee Relations
    • Career and Succession Planning
  • Review change management approach with OSC management
  • Commence monthly ITS reporting
  • Issues Requiring Management Attention
  • None this period
high level project timeline

Plan

Execute

Close

Vision

Project Week

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

Month

Nov

Dec

Jan

Feb

March

Apr

Date

25

1

8

15

22

29

6

13

20

27

3

10

17

24

31

7

14

21

28

7

14

21

28

4

11

18

25

Project Management

Change Management

Group I

Human Resources

Group II

Payroll

Technical

Project Status Report

Final Deliverables

Offsite Working/Holiday

HR

Group I

HR

Group II

Payroll

Technical

Personnel

Compensation

Payroll

High level

Administration

Management

Administration

technical

requirements

Recruitment

Job and Salary

Payroll Processing

Surveys

Security

Applicant Tracking

Labor Cost

Position Evaluation

Distribution

Infrastructure

Disciplinary Action and

Analysis

Complaint Management

Time Collection &

Integration

Benefit

Management

Incident and Accident

Administration

Tracking

Budget Support

Workforce Analytics

Exit Interviews

Organizational

Competency Based HR

Management

Management

Employee Self

Performance

Service

Management

Leave Tracking

Training Administration

High Level Project Timeline
hr payroll vision
HR/Payroll Vision
  • A strategic business partnership supporting the human resource and payroll needs of State government, enabled by utilizing leading business practices and current technology.
hr payroll project goal
HR/Payroll Project Goal
  • Through a statewide collaborative effort, the goal of the HR/Payroll Project is to develop an enterprise-wide Human Resources/Payroll system utilizing leading industry practices to provide a foundation for effective management, increased efficiency, and the information needed to make timely and appropriate decisions.
slide12

Guiding Principles

  • Create a seamless HR/Payroll experience for employees
  • Provide an environment for employees to make informed decisions about their careers
  • Streamline business processes to drive efficiency
  • Increase productivity and make the State of North Carolina more competitive
  • Develop a single repository, with a common set of data elements, to successfully support the State’s reporting and management activities
  • Move transactions closer to the point of origin (Employee Self Service/Manager Self Service)
  • Provide a flexible system able to respond to changing HR/Payroll needs
  • Eliminate redundant systems and duplicative processing
  • Provide real time access to transaction activity
jad session agenda
JAD Session Agenda
  • Overview and Introductions
    • HR/Payroll Project Overview
      • Vision/Goal/Guiding Principles
      • Overall Project timeline
    • JAD Session Objectives
    • Guidelines for This JAD Session
  • Explain Industry Print
  • Requirements gathering and process re-design
  • Next Steps
slide15

JAD Session Objectives

Deliverable for today

JAD

Session

Industry

Best Practices

Process Designs

State of NC

Process Designs

  • Project Vision
  • Scope
  • Industry Best Practices
  • HR/Payroll Business Requirements
  • Future Processes
  • Business Impact/Benefits
  • Potential Barriers
  • Performance
  • Measurements
  • Review Process/Subprocesses
  • Identify Activities
  • Identify Opportunities
guidelines for this jad session
Guidelines for This JAD Session
  • Participate! Your input is critical.
  • This is a workshop, not a formal presentation
  • Discussion will be kept at a high-level to capture critical information and requirements
  • Discussion around detailed system functionality will be kept to a minimum
  • Be respectful of each other’s opinions
  • Issues that cannot be resolved or discussions that require follow-up will be documented on the parking lot for future resolution
slide17

Deloitte’s Process-Centered Tool –IndustryPrint™

  • IndustryPrint™ is a process modeling tool based on industry-specific best practices
  • Deloitte’s IndustryPrint™ tool can be used throughout the project to help define scope and to design processes based on key inputs such as business requirements, best practices, and future vision
  • IndustryPrint™ jump-starts a project by providing the foundation to document the organization’s “to-be” processes in an ERP-enabled environment
  • IndustryPrint™ facilitates the documentation of information critical to the development and implementation of your HR Transformation
  • Our clients and consultants have found IndustryPrint™ key to accelerating the Plan, Design, and Build Phases of a project
  • The most valuable aspects of IndustryPrint™ are that it uses best practices, simple diagrams, industry-specific processes, and language to communicate with business users
industryprint tm key benefits

IndustryPrint™Process Models

HR-030

Document Offer

Develop & Train

Process Lessons

Workforce

Learned

HR-010

Plan & Manage

Employee

Resources

Source Candidates

Internally

No

IT-070

Document

Analyze & Create Job

Qualify & Select

Manage Offer Process

Offer Accepted?

Support & Train

Employment Data &

Position

Candidates

Users

Tax Withholding

Preferences

Yes

Source Candidates

Externally

HR-050

IT-020

Perform

Evolve IT

Perform Psychological

Receive Hire Decision/

Perform Employee

Employee Benefit

Architecture

Profile/Drug Testing

Acceptance

Orientation

Event

Maintenance &

Open Enrollment

Assign Company

Property

IndustryPrintTM Key Benefits
  • Starts with a model, not a white-board
  • Focuses on the future process design
  • Drives North Carolina to embedded best practices
  • Flexible enough to incorporate North Carolina-specific processes
  • Provides common language across North Carolina agencies
  • Ensures that process and business drivers are driving technology
  • Accelerates the implementation
  • Ensures business process ownership and consensus
industryprint tm provides multiple levels

HR

Manage Human Resources

IndustryPrintTM provides multiple levels

Level I - Process

Core Business Process family; Human Resources, Sales & Distribution, Financials, Information Technology, Materials Management, etc.

Level II – Sub-Process

Primary management sub-processes within Human Resources.

These cover the traditional sub-processes such as HR Administration, Benefits, Payroll, Recruitment and other HR management functions.

Level III – Activity Flow Diagrams

Activity Flow Diagrams represent activities within a specific sub-process and their inter-relationships with other activities within and/or outside the sub-process. These are tailored to meet North Carolina’s business needs.

During the workshops, we will utilize the IndustryPrint activities to finalize the North Carolina Template.

level 1 process decomposition diagram
Level 1: Process Decomposition Diagram
  • IndustryPrint™ Level 1 provides a graphic depiction of each business process.

Processes

Subprocesses

level 2 subprocess decomposition diagrams
Level 2: Subprocess Decomposition Diagrams
  • IndustryPrint™ Level 2 provides a graphic depiction of each subprocess.

Process

Subprocesses

level 3 activity integration diagrams
Level 3: Activity Integration Diagrams
  • At the third level, the green business activities from the previous level are now displayed in a flow diagram.
  • The subprocess model is integrated with other subprocesses that are represented by the shadowed gray triangles, or Connectors. These Connectors depict integration across subprocesses.
the subprocess you will design
The Subprocess You Will Design

HR-060 Develop and Maintain Workforce

another accelerator past project requirements
Another accelerator - Past project requirements
  • Deloitte has successfully completed numerous HR and Payroll requirements gathering projects
  • Past client deliverables can not be shared due to confidentiality, but Deloitte will leverage them when developing North Carolina’s requirements
  • JAD Facilitators will consider past requirements documents, which will yield stronger, more complete requirements for North Carolina
change management is designed to
Change Management is designed to…
  • Develop a strategy for managing change in process, technology and management practices
  • Communicate the HR/Payroll vision and ongoing status
  • Equip HR/Payroll project Leadership with the information and tools to lead the project
  • Identify and communicate potential impacts of new processes, procedures, and technology to be implemented in Phase III
  • Identify potential areas of project risk and devise strategies to mitigate that risk
framework for change management strategy the 8 steps of change

Creating aclimate for change

Create Short-term Wins

Framework for Change Management Strategy: The 8 Steps of Change

Implementingand sustainingchange

Engaging and enablingthe whole organization

8

1

2

3

4

5

6

7

Increase Urgency

Build the Guiding Team

Get the Right Vision

Communicate for Buy-in

Empower Action

Don’t Let

Up

Make it Stick

5 Kotter, John P. and Cohen, Dan S. The Heart of Change. Boston: Harvard Business School Press

pmc action items
PMC Action Items
  • ASAP - Finalize List of Process Owners
  • December 6, 2004 – JAD Sessions Begin
  • January 6, 2005 – Next PMC Meeting