Download presentation
Presentation is loading. Please wait.
1
Project Management Committee Meeting March 3, 2005 Building the Human Resources and Payroll Environment for the Next Generation of North Carolina State Government
2
1 Welcome and Introductions Project Management Committee Julie Batchelor, OSC, Chair Rod Davis, DENR Dan Domico, DOT Bob Giannuzzi, ITS Carl Goodwin, OSP Wendy Griffin, DOT Kathy Gruer, DHHS Ginny Klarman, State Health Plan Tracy Little, DOC Jim Macaulay, OSC John Morgan, OSC Rob Nelson, UNCGA Jim Newman, DOI Catey Oliver, State Health Plan 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 Byers, OSC Lowell Magee, Deloitte Bradd Craver, Deloitte Dorie Kehoe, Deloitte James Stovall, Deloitte Katie Beacham, Deloitte Parham Gerami, Deloitte Ed Brodsky, Deloitte Doug Oliver, Deloitte Stas Krapivnik, OSC
3
2 Agenda Welcome, Introductions and Agenda Committee Update HR/Payroll Project Status JAD Sessions Review Proposed General Statute Changes Business Process Redesign Strategy Change Management & Communications Open Discussion Action Items Review Adjourn
4
Committee Update
5
4 Committee Update - Initiatives NCTIME Project SBIP News –Data Warehouse –Legislative Update
6
HR/Payroll Project Status
7
6 Status Report Activities Completed This Period 2/4/2005 – 3/3/2005 Completed HR JAD sessions Began Payroll JAD sessions Began Technical work stream Conducted follow-up meetings as needed Submitted draft of HR Group 2 preliminary requirements and process flows Continued development of change management strategy options Completed and began distribution of marketing pamphlet (tri-fold) Shared project news and preliminary requirements with agency HR directors to begin to engage them in the project Conducted general statute research Prepared and submitted ITS monthly report for January Hired intern Status Report
8
7 Plans for Next Period 3/4/2005 – 4/7/2005 Conduct remaining JAD Sessions for Payroll Conduct follow-up meetings as needed Prepare and conduct CFO meeting (late March) Prepare and conduct CIO meeting (early April) Submit draft of Payroll preliminary requirements and process flows Continue Technical work stream Continue development of change management strategy options Conduct change management focus group and follow up interviews Outline reengineering and organizational strategies deliverable Conduct second HR Directors meeting on March 15, 2005 Complete overview meetings with technical management Conduct PSC meeting on March 16, 2005 Begin to update SB991 for Phase 2 Finalize QA approach Prepare and submit monthly ITS report for February Status Report
9
8 High Level Project Timeline 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 PlanExecute Vision Close –Project Status Report –Final Deliverables –Offsite Working/Holiday 12345678910111213141516171819202122232425 181522296132027310172431714212871421284 111825 Group I Group II Payroll Change Management Technical Date Project Management MonthDec Project Week Human Resources NovJanFebMarchApr
10
JAD Session Review
11
10 JAD Sessions Completed HR JADs Manage Compensation and Classification - 20 participants –Process Owner - Duane Hinkle Maintain Benefits and Enrollment - 18 participants –Process Owner - Pani Tademeti Administer Benefits - 11 participants –Process Owner - Pani Tademeti Payroll JADs Collect Time and Attendance - 14 participants –Process Owner - Kathy Reitzel Manage Payroll Pre-Processing - 47 participants –Process Owner - Phyllis Creech
12
11 JAD Session Observations System support of variable pay structures Benefits enrollment processes Move Payroll to more strategic activities vs. transactional Elimination of multiple agency employee payroll records Develop strong Payroll processing policies and procedures Automate online time collection Develop service center capabilities (employees and payroll processing) Bi-weekly payroll statewide Eliminate multiple (12) leave tracking systems and replace with standardized policies Develop state wide standards for health plan employee handling/reconciliations Eliminate split check/multiple W2 issues Clear separation of duties between HR and payroll
13
12 Barriers Sheer magnitude of project History of potentially failed state projects Current lack of standardized processes among agencies Resistance to change, uncertainty, don’t see the need to change Fear of losing job Barely have time to do job, so I don’t have time to learn a new way Resources being pulled away from jobs to help with implementation Need management to be willing to provide capable resources for implementation and to provide support Fear of change created by implementing new technology Support from senior leadership Fear of identity theft
14
Proposed General Statute Changes
15
Business Process Redesign Strategy
16
15 Business Process Redesign Advantages and Risks of Doing BPR Now Potential Advantages Realize some immediate efficiencies and standardization –Capitalize on current project momentum –Achieve successes that can be lauded as “early project wins” Move closer to where the new technology will take us –Ease into the changes that are coming –Slowly reduce resistance to change Reduce level of effort required during implementation –Spread BPR and change effort across greater timeframe to reduce risk and resistance Surface strategic questions, and potentially make decisions on them –Address key issues now rather than during the relative tumult of implementation Potential Risks Investing in changes that may have to be revisited later –Only implement changes that are either indifferent to the new technology or that support it Inability to agree upon which changes to implement now –Only focus on changes with highest reward for the lowest cost and effort
17
16 2004 2006 2005 Requirements 2007 2008 HR Payroll Project Design/Blueprint Build BPR Work Stream Related to Implementation Timeline Selection Pre- Implementation BPR System BPR prepprep BPR BPR Rollout Independent of System Improvements System Enabled Improvements System Rollout
18
17 Opportunities for Business Process Redesign Changes Independent of System A single application for applicants to use when applying for any job within the State More streamlined approval processes in many areas – Enabled by Workflow A standardized list of skills and competencies to be used for Career Development, Job Descriptions, and Performance Review Simplified, standard job descriptions System Enabled A consolidated database of applicants with standardized, automated screening processes Treating employees who move between agencies as transferred employees rather than terminating them and rehiring them Electronic, rather than paper Organization Charts
19
Change Management & Communications
20
19 Change Management Update Completed North Carolina HR/Payroll Project Tri-fold Development of Change Management Strategy –The Importance of Change Management –Change Management Strategy and Framework –Next Steps for North Carolina HR/Payroll Preparing North Carolina IT Projects Lessons Learned Focus Group –Identify lessons learned from previous project –Discus communication methods –Document methods to ease transition to new processes and systems –High level assessment to state government’s culture and change readiness
21
20 Ongoing Change Management Activities North Carolina should pursue the following change management activities prior to the implementation phase: Leadership Alignment –Prepare leadership alignment interviews and activities plan (actions, communications, etc. leaders should perform) Communication –Identify and build the change network Individuals throughout the enterprise with key change management and communication roles and responsibilities –Increase project-related communications E.g. website, regular project briefing documents/newsletters, external communications… –Develop Implementation Phase Communications Plan Organization Transition –Conduct change readiness assessment Of those being affected, how ready are they for the coming change (culture, skills, organization) –Conduct high level change impact assessment Who will be affected, how, and when? Training and Capability Transfer –Develop high-level training and capability transfer strategy (e.g. classroom training vs. online training, who will conduct training - state vs. contractor, identify training tools, etc.) Project Team Effectiveness –Develop project team structure, on-boarding and training plans, etc. –Develop clear project governance structure, processes, and roles E.g. steering committee, project sponsorship, issue management and escalation…
22
Open Discussion
23
Action Items Review
24
23 Upcoming Meetings March 15, 2005 – HR Directors Meeting March 16, 2005 – PSC Meeting March 28, 2005 – CFO Meeting (tentative) April 7, 2005 – PMC Meeting April 13, 2005 – CIO Meeting (tentative)
Similar presentations
© 2024 SlidePlayer.com Inc.
All rights reserved.