Project Management Committee Meeting

1
Project Management Committee Meeting
December 2, 2004

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

2
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

3
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

4
Statewide Kick-off Feedback Review
5
HR/Payroll Project Status
6
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

7
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

8
High Level Project Timeline
9
HR/Payroll Guiding Principles
10
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.

11
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.

12
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
  States 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

13
JAD Session Overview
14
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

15
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

16
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 others opinions
• Issues that cannot be resolved or discussions
  that require follow-up will be documented on the
  parking lot for future resolution

17
Deloittes Process-Centered Tool IndustryPrint

• IndustryPrint is a process modeling tool based
  on industry-specific best practices
• Deloittes 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 organizations
  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

18
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

19
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 Carolinas business
needs. During the workshops, we will utilize the
IndustryPrint activities to finalize the North
Carolina Template.
20
Level 1 Process Decomposition Diagram

• IndustryPrint Level 1 provides a graphic
  depiction of each business process.

Processes
Subprocesses
21
Level 2 Subprocess Decomposition Diagrams

• IndustryPrint Level 2 provides a graphic
  depiction of each subprocess.

Process
Subprocesses
22
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.

23
The Subprocess You Will Design
HR-060 Develop and Maintain Workforce
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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 Carolinas requirements
• JAD Facilitators will consider past requirements
  documents, which will yield stronger, more
  complete requirements for North Carolina

25
Change Management
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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

27
Framework for Change Management Strategy The 8
Steps of Change
Implementingand sustainingchange
Engaging and enablingthe whole organization
6
4
5
8
2
3
1
7
Communicate for Buy-in
Empower Action
Dont Let Up
Make it Stick
Build the Guiding Team
Get the Right Vision
Increase Urgency
5 Kotter, John P. and Cohen, Dan S. The Heart of
Change. Boston Harvard Business School Press
28
Open Discussion
29
Action Items Review
30
PMC Action Items

• ASAP - Finalize List of Process Owners
• December 6, 2004 JAD Sessions Begin
• January 6, 2005 Next PMC Meeting