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

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

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

Committee Update

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

Committee Update - Initiatives NCTIME Meeting Outcome Legislative Update Scope Finalization

HR/Payroll Project Status

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

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

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

Change Management & Communications

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

JAD Session Review

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

Areas Requiring PMC Involvement

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

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

Open Discussion

Action Items Review

PMC Action Items March 3, 2005 – Next PMC Meeting