Project
Management
Committee Meeting
December 2, 2004
Building the Human Resources and Payroll Environment for
the Next Generation of North Carolina State Government
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
1
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
2
Statewide Kick-off
Feedback Review
HR/Payroll Project
Status
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
5
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
6
High Level Project Timeline
Project Week
Plan
Vision
1
3
Month
2
4
Execute
5
Nov
Date
25
1
Project Management
8
15 22 29
6
7
8
9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Dec
6
13 20 27
• • • • • •
Close
Jan
3
10 17 24 31
Feb
7
14 21 28
March
7
14 21 28
Apr
4
11
18
25
• • • • • • • • • • • • • • • • •
Change Management
Group I
Human Resources
Group II
Payroll
Technical
• – Project Status Report
–
–
Final Deliverables
Offsite Working/Holiday
HR – Group I
• Personnel
Administration
• Recruitment
• Applicant Tracking
• Disciplinary Action and
Complaint Management
• Incident and Accident
Tracking
• Exit Interviews
• Competency Based HR
Management
• Performance
Management
• Training Administration
HR – Group II
• Compensation
Management
• Job and Salary
Surveys
• Position Evaluation
Analysis
• Benefit
Administration
• Workforce Analytics
• Organizational
Management
• Employee Self
Service
• Leave Tracking
Payroll
• Payroll
Administration
• Payroll Processing
• Labor Cost
Distribution
• Time Collection &
Management
• Budget Support
Technical
• High level
technical
requirements
• Security
• Infrastructure
• Integration
7
HR/Payroll Guiding
Principles
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.
9
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.
10
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
11
JAD Session
Overview
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
13
JAD Session Objectives
Deliverable
for today
Industry
Best Practices
Process
Designs
• Project Vision
• Scope
• Industry Best Practices
JAD
Session
• Review Process/Subprocesses
• Identify Activities
• Identify Opportunities
State of NC
Process
Designs
• HR/Payroll Business
Requirements
• Future Processes
• Business
Impact/Benefits
• Potential Barriers
• Performance
Measurements
14
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
15
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
16
IndustryPrintTM Key Benefits
 Starts with a model, not a white-board
IndustryPrint™
Process Models
HR-010
Plan & Manage
Employee
Resources
HR-030
Develop & Train
Workforce
Document Offer
Process Lessons
Learn
ed
Source Candidates
Internally
 Focuses on the future process design
IT-070
Analyze & Create Job
Support & Train
Position
Users
No
Qualify & Select Manage Offer Process
Offer Accepted?
Candidates
Source Candidates
Externally
IT-020
Evolve IT
Architecture
Perform Psychological
Profile/Drug Testing
Yes
Receive Hire Decision/
Acceptance
 Drives North Carolina to embedded best practices
Document
Employment Data &
Tax Withholding
Preferences
Perform
Orientation
Employee
HR-050
Perform
Employee Benefit
Event
Maintenance &
Open Enrollment
Assign Company
Property
 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
17
IndustryPrintTM provides multiple levels
HR
Manage Human Resources
HR-010
Establish and
Implement HR
Programs/Policies
HR-070
Manage
Compensation
HR-130
Manage
Employee
Separation
HR-020
Manage
Recruiting
HR-080
Manage
Organization and
Positions
HR-140
Manage Benefits
HR-030
Manage New Hire
Integration
HR-090
Manage
Employee
Rewards System
HR-150
Administer
Disability Claims
HR-040
Manage Training
Development
HR-100
Manage
Employee
Satisfaction
HR-160
Administer
Flexible Spending
Accounts (FSA)
HR-050
Manage Career
Development
Process
HR-110
Monitor Employee
Health and Safety
HR-170
Administer
COBRA
HR-060
Perform
Employee Data
Administration
HR-120
Manage
Employee
Relations
HR-180
Process Payroll
HR-190
Process
Commissions
HR-200
Process Field
Underwriter
Contractors
HR-210
Perform Self
Service
Administration
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.
18
Level 1: Process Decomposition Diagram
IndustryPrint™ Level 1 provides a graphic depiction of each business process.
HR-010
Establish and Implement HR Programs/
Policies
Processes
Subprocesses
HR-030
Manage New Hire
Integration
HR-020
Manage Employee Recruitment
Develop HR Strategic
Plan and Objectives
Plan Organizational
Design
Analyze and Create
Job/Position
Screen Candidates
Receive Offer
Acceptance/Rejection
Document Employee
Data
Develop HR Programs
Perform HR Research
and Development
Develop Selection
Criteria
Prepare Rejection
Document Lessons
Learned
Perform Employee
Orientation
Develop Benefit
Programs
Review Program
Delivery Options
Establish Recruitment
Strategy and Sources
Select Successful
Candidate
Monitor Referral
Rewards
Assign Company
Property
Develop Reward and
Recognition Programs
Develop/Maintain HR
Policies and
Procedures
Post Job/Position
Perform Psychological
Profile/Drug Testing
Re-deploy Employee
Define HR Operational
Budgets
Implement Change
Process
Track Candidates
Prepare Job Offer
Manage Employee
Relocation
19
Level 2: Subprocess Decomposition Diagrams
IndustryPrint™ Level 2 provides a graphic depiction of each subprocess.
Process
HR-030
Manage New Hire
Integration
Document Employee
Data
Subprocesses
Perform Employee
Orientation
Assign Company
Property
20
Level 3: Activity Integration Diagrams
At the third level, the green business activities from the previous level are now
displayed in a flow diagram.
HR-010
Establish and
Implement HR
Programs/Policies
HR-020
Manage
Employee
Recruitment
PE-040
Monitor/Manage
Physical Assets
Document Employee
Data
HR-040
Train Workforce
PE-020
Identify
Maintenance
Structure
Perform Employee
Orientation
HR-060
Perform
Employee Data
Administration
PE-040
Monitor/Manage
Physical Assets
Assign Company
Property
HR-140
Perform Life
Event/Open
Enrollment
Benefits
Administration
S-100
Select/Manage
Resellers, Sales
Agents, Brokers,
Distributors
MP-110
Execute Project
The subprocess model is integrated with other subprocesses that are
represented by the shadowed gray triangles, or Connectors. These Connectors
depict integration across subprocesses.
21
The Subprocess You Will Design
HR-060 Develop and Maintain
Workforce
P-010
Develop
Procurement
Strategy
HR-020
Plan and Manage
HR Programs and
Plans
Develop
Organizational
Training Plan
Develop Individual
Employee Training
Plan
Manage Cancellations
and Changes
Plan Courses
Develop Training
Materials
Offer Courses
Receive Employee
Enrollment Request
and Approvals
Enroll Employee in
Training Course
HR-040
Career and
Succession
Planning
No
HR-050
Manage
Recruiting, Hiring
and Integration
IT-070
Support and Train
Users
D-010
Develop
Licensing,
Permitting, and
Accreditation
Policies,
Procedures, and
Strategies
Course Available
and Minimum
Enrollment
Achieved?
Perform Employee
Skill Assessment
Yes
Generate Course
Confirmation
Information
Deliver Course
Materials
Deliver Training
Complete Course/
Instructor Evaluation
Perform Follow-up
Activities
Maintain Employee
Training Record
IT-070
Support and Train
Users
22
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
SubProcess
Benefits Functional Requirements
Life
Changes
Ability to terminate participation based
on life status change (I.e. no longer a
student)
New Hire
System should have mandatory
sequence fields and/or flags to warn
of incomplete or inconsistent
information
New Hire
System should have the ability for the
system to default to certain Benefits
settings so that exception information
only is being manually keyed by
Benefits personnel
Open
Enrollment
Ability to assign benefit entry rules
(eligibility)
Open
Enrollment
Ability to automatically enroll
employees based on comparison of
plan eligibility to employee data
23
Change Management
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
25
Framework for Change Management Strategy: The 8
Steps of Change
Implementing
and sustaining
change
Engaging and enabling
the whole organization
Creating a
climate for change
1
2
3
4
5
6
7
8
Increase
Urgency
Build the
Guiding Team
Get the
Right Vision
Communicate
for Buy-in
Empower
Action
Create Shortterm Wins
Don’t Let
Up
Make it
Stick
5
Kotter, John P. and Cohen, Dan S. The Heart of Change. Boston: Harvard Business School Press
26
Open Discussion
Action Items Review
PMC Action Items
ASAP - Finalize List of Process Owners
December 6, 2004 – JAD Sessions Begin
January 6, 2005 – Next PMC Meeting
29