Human Resource Management System (HRMS)

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Human Resource Management System (HRMS)
Pacific NW Government Digital Summit June 20,
2006

• Steve Young
• Chief Information Officer
• Department of Personnel

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Human Resource Management System (HRMS)
Mission Replace a 30 year old non-integrated
legacy payroll/personnel system with a
distributed off-the-shelf product with minimal
customization to support 112 state agencies and
65,000 state employees
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Human Resource Management System (HRMS)

• Bundled package approach select both software
  and integrator at the same time.
• Number of bidders
• PeopleSoft and IBM (implementation services,
  hardware, and database)
• SAP, Accenture, Hewlett Packard (hardware) and
  Microsoft (operating system and database)
• Selection complete June 30, 2003
• Project began mid-September 2003
• Software SAP version 4.7 enterprise
• System Integrator Accenture

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Human Resource Management System (HRMS)

• Release 1
• Payroll
• Personnel
• Business Warehouse
• Release 2
• E-Recruit (custom)
• Employee Self-Service
• Grievance Tracking (custom)
• Qualifications Catalog
• Total Cost 69 million

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Human Resource Management System (HRMS)
Deployment

• Release 1
• Group 0 February 2006, Department of Personnel
  (214 employees)
• Group 1 April 2006, 23 Additional Agencies
• (10,000 employees)
• Group 2 July 2006, Remaining 88 Agencies
• (55,000 employees)
• Release 2
• September 29, 2006

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Human Resource Management System (HRMS)
Success Factors

• Taken from Standish Group Study and used by the
  Washington State Department of Information
  Services to evaluate IT projects
• Executive Support
• User Involvement
• Experienced Project Manager
• Clear Business Objectives
• Minimized Scope
• Agile Business Requirement Process
• Standard Infrastructure
• Formal Methodology
• Reliable Estimates
• Skilled Staff
• Contract Negotiations and Management
• Implementation

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Human Resource Management System (HRMS)
Success Factors

• Executive Support
• Leadership Governor Christine Gregoire
• Co-Sponsors Eva Santos, Director, Dept. of
  Personnel
• Gary Robinson, Director, Dept. of Info.
  Services
• Project Director Steve Young, CIO, Dept. of
  Personnel
• Project Managers Brian Turner, State
• Judd Nielsen, Accenture
• Very active Involvement, committed to project
  completion
• Org Chart
• Steering Committee Directors from Central
  Service Agencies

Gov. Gregoire
DOP Director
DOP CIO
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Human Resource Management System (HRMS)
Success Factors

• User Involvement
• Change Agent Methodology
• Monthly Meetings
• Frequent Communication
• Project Readiness Coaches as single point of
  entry
• Agency self-monitored and reported readiness
  based on project questionnaires
• Business Needs Drove Requirements
• End User Training
• Continuous improvement
• Trainers from agencies
• 2000 end users
• Production Support Lab
• Recorded Training Sessions

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Human Resource Management System (HRMS)
Success Factors

• Experienced Project Managers
• Brian Turner Point B
• 14 years of Government implementation experience
• 7 projects delivered
• Results driven
• Judd Nielsen Accenture
• 9 years of Government implementation experience
• 5 projects delivered
• Results driven
• Cannot overemphasize importance of Team chemistry
• Technology and Business skills
• Negotiation and organization skills
• Ability to say No

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Human Resource Management System (HRMS)
Success Factors

• Clear Business Objectives
• Replace 30 year old non-integrated legacy
  payroll/personnel system with equivalent
  functionality
• Rule and Edit based
• Standardized business processes
• Standardized payroll processes

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Human Resource Management System (HRMS)
Success Factors

• Minimized Scope
• Enterprise Compromise No One Completely Happy
• Standardized processes
• 944 custom reports in legacy system
• 20 system delivered
• 60 custom
• gt1500 work schedules in legacy system
• 56 implemented
• Minimal agency unique functions unless mandated
  by collective bargaining agreements
• Weekly review of scope to minimize score card
• Ultimately, only 12-13 core modifications
• Approximately 50 external interfaces (not
  recommended)

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Human Resource Management System (HRMS)
Success Factors

• Agile Business Requirements Process
• Requirement gathering process went too long
• Parallel development with changing requirements
• Requirements and design issues finally frozen in
  April 2005
• As new requirements emerged, Project Team
  evaluated feasibility along with cost, impact,
  risk and made recommendation to Steering
  Committee
• Steering Committee prioritized
• Not all done
• Status delivered weekly

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Human Resource Management System (HRMS)
Success Factors

• Standard Infrastructure
• Identified minimum technology standard
• Clearly communicated what was not supported
• Agency Directors certified compliance
• Agency readiness self-reported technology
  implementation
• SAP GUI installation and test
• Test performance via sample script
• Test ability to print

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Human Resource Management System (HRMS)
Success Factors

• Formal Methodology
• In general, formal methodology for Project
  Management followed
• Departures from formal methodology based on risk
  and impact
• Sometimes at odds with external QA vendor

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Human Resource Management System (HRMS)
Success Factors

• Reliable Estimates
• Fixed price
• Legislatively directed change order
• Project slated to be delivered at budget

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Human Resource Management System (HRMS)
Success Factors

• Skilled Staff
• Contracted staff to develop
• State agency volunteers for testers and
  trainers
• Generally understaffed to properly implement
  project
• Limited state staff available for knowledge
  transfer
• Only 1 deep in many SAP skilled positions
• Will have to contract for tier 3 support for near
  term

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Human Resource Management System (HRMS)
Success Factors

• Contract Negotiations and Management
• Procurement managed by Deloitte-Touche
• Initial contract negotiations by Davis Wright
  Tremaine
• Follow on renegotiation on contract by DOP
  Director
• Project Management Office (PMO) established to
  oversee contracts and budget

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Human Resource Management System (HRMS)
Success Factors

• Implementation
• Proceeding as planned with last group on July
  1st. Do not expect major problems at this point.
• Business process change is agency major anxiety
• User training was delivered using just-in-time
  methodology
• Statewide, enterprise in nature minimal agency
  specifics
• Practice site available and usage monitored
• Agency volunteers as trainers may not have had
  in-depth knowledge
• Revised training materials after each
  implementation phase
• Group study sessions based on lessons most
  recently learned
• Can always use more

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Human Resource Management System (HRMS)

• Whew!
• Thank You!
• Questions?