0. Project Management Committee Meeting
February 3, 2005
Building the Human Resources and Payroll Environment for the Next Generation of North Carolina State Government

1. 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
Pam Wortham, Treasurer’s Office
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

2. 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

3. Committee Update

4. 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

5. Committee Update - Initiatives
NCTIME Meeting Outcome
Legislative Update
Scope Finalization

6. HR/Payroll Project Status

7. 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

8. 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

9. High Level Project Timeline
Plan
Vision
Execute
Close
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 •
Recruitment •
Job and Salary •
Payroll Processing
requirements •
Applicant Tracking
Surveys •
Labor Cost •
Security •
Disciplinary Action and •
Position Evaluation
Distribution •
Infrastructure
Complaint Management
Analysis •
Time Collection & •
Integration •
Incident and Accident •
Benefit
Management
Tracking
Administration •
Budget Support •
Exit Interviews •
Workforce Analytics •
Competency Based HR •
Organizational
Management
Management •
Performance •
Employee Self
Management
Service •
Training Administration •
Leave Tracking

10. Change Management & Communications

11. 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

12. JAD Session Review

13. 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
Design and Maintain Organization Structure
Process Owner: Joe Stroup
Number of Participants: 15

14. Areas Requiring PMC Involvement

15. 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

16. 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

17. Open Discussion

18. Action Items Review

19. PMC Action Items
March 3, 2005 – Next PMC Meeting