Project Management Committee Meeting

1
Project Management Committee Meeting
February 3, 2005

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

2
Welcome and Introductions

• Project Management Committee
• Julie Batchelor, OSC, Chair
• John Barfield, OSC
• Rod Davis, DENR
• Dan Domico, DOT
• Angela Faulk, DOT
• Bob Giannuzzi, ITS
• Carl Goodwin, OSP
• Wendy Griffin, DOT
• Kathy Gruer, DHHS
• Ginny Klarman, State Health Plan
• Tracy Little, DOC
• Jim Macaulay, OSC
• Jim Newman, DOT
• Kim Padfield, DOT
• Tom Runkle, ITS
• Gary Wiggins, OSP
• Margaret Wiggins, AOC
• Jonathan Womer, OSBM

• OSC Management
• Robert Powell, OSC
• Gwen Canady, OSC
• Project Team
• Linda Hudson, OSC
• Shannon MacFarlane, OSC
• Lowell Magee, Deloitte
• Bradd Craver, Deloitte
• Dorie Kehoe, Deloitte
• James Stovall, Deloitte
• Katie Beacham, Deloitte
• Parham Gerami, Deloitte
• Ed Brodsky, Deloitte

3
Agenda

• Welcome, Introductions and Agenda
• Committee Update
• HR/Payroll Project Status
• Change Management Communications
• JAD Sessions Review
• Areas Requiring PMC Involvement
• Open Discussion
• Action Items Review
• Adjourn

4
Committee Update
5
Committee Update Roles and Responsibilities

• HR/Payroll Project Management Committee (PMC)
• Represent the needs of a wide cross-section of
  stakeholder agencies
• Provide guidance and coordination across the
  HR/Payroll project
• Serve as liaison to the agencies and provide
  direction for managing cross agency issues and
  opportunities
• Overall responsibility for ensuring project
  deliverables have received appropriate agency
  input and review
• Identify and resolve issues
• Identify risks and provide suggestions for
  mitigation
• Review status updates and provide direction
• Serve as change agents to build consensus and
  facilitate implementation
• and user acceptance of new system in agencies
  

6
Committee Update - Initiatives

• NCTIME Meeting Outcome
• Legislative Update
• Scope Finalization

7
HR/Payroll Project Status
8
Status Report
Status Report

• Activities Completed This Period
• 1/6/2005 2/2/2005
• Submitted draft of preliminary requirements for
  HR Group 1
• Conducted JAD Sessions on the following topics
• Career and Succession Planning
• Manage Employee Separation
• Manage Recruiting, Hiring, and Integration
• Plan and Manage HR Programs and Plans
• Design and Maintain Organizational Structure
• Manage Compensation and Classification
• Onboarded Deloitte change management lead
• Developed project marketing document
• Drafted tentative topics for technical JAD
  sessions
• Informed CIOs of upcoming technical JADs
• Drafted a project communication from the PSC to
  update stakeholders on progress to date
• Provided insight and cost figures from other
  states
• Documented lessons learned during Plan and Vision
  phases

9
Status Report
Status Report
Status Report

• Plans for Next Period
• 2/4/2005 3/3/2005
• Conduct HR JAD sessions on the following topics
• Maintain Benefits and Enrollment
• Administer Benefits
• Prepare and submit draft of preliminary
  requirements for HR Group 2
• Conduct Payroll JAD sessions on the following
  topics
• Collect Time and Attendance
• Manage Payroll Pre-Processing
• Manage Payroll Processing
• Confirm technical approach
• Prepare for Technical JAD sessions
• Begin development of change management strategy
  options
• Share project news and preliminary requirements
  with agency HR directors to begin to engage them
  in the project
• Conduct general statute research
• Prepare and submit ITS monthly report for January
• Hire intern
• Conduct legacy shadow system analysis

10
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
Dec
Nov
Jan
Feb
March
Apr
25
1
8
15
22
29
6
13
20
27
3
10
17
24
31
7
14
21
28
7
14
21
28
4
Date
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
11
Change Management Communications
12
Change Management Activities

• Developing HR/Payroll Project handout for
  legislature and state leadership
• Identifies project goals
• Defines the current state problems, risks, and
  urgency
• Defines future state benefits
• Identifies key project deliverables
• Developing of high-level Change Management
  Strategies to be used as a roadmap for
  implementation activities
• Leadership alignment
• Organizational transition
• Communications
• Capability transfer
• Project team effectiveness
• End-user training
• Met with Jeff Roerden (DOT) to discus change
  management and organizational opportunities

13
JAD Session Review
14
JAD Sessions Completed

• Career and Succession Planning
• Process Owner Pam Frazier
• Number of Participants 17
• Manage Employee Separation
• Process Owner Betty Smith
• Number of Participants 10
• Manage Recruiting, Hiring Integration
• Process Owner Helen Dickens
• Number of Participants 19
• Plan and Manage HR Plans Programs
• Process Owner Gerry Fisher
• Number of Participants 19
• Design and Maintain Organization Structure
• Process Owner Joe Stroup
• Number of Participants 15

15
Areas Requiring PMC Involvement
16
Opportunities for Change

• Process Redesign Opportunities
• A single, online application for applicants to
  use when applying for any job within the State
• Treating employees who move between agencies as
  transferred employees rather than terminating
  them and rehiring them
• Electronic, rather than paper Organization Charts
• More streamlined approval processes in many areas
• Possible Areas for Standardization/Consolidation
• A standardized list of skills and competencies to
  be used for Career Development, Job Descriptions,
  and Performance Review
• A consolidated database of applicants with
  standardized, automated screening processes
• Simplified, standard job descriptions

17
Legislative Barriers to Business Process Redesign

• Performance Review process and form is hampered
  due to legal restrictions around performance
  appraisal content
• Succession Planning is limited due to
  restrictions around hiring practices
• There are an abundance of independent benefit
  plans available to different agencies because
  they are legally required to let the insurance
  providers present these options

18
Open Discussion
19
Action Items Review
20
PMC Action Items

• March 3, 2005 Next PMC Meeting