SUMMARY NOTE Agenda Item 9 Shared Service CEO Committee 24Ma2004 Title:HR BusinessSolutionsProject - Releaseof theRequestforOffer fora whole-of-Government HRlPayroll solution For Approval SUMMARY OF KEY ISSUES Thispaper providesanupdatefortheSharedServiceCEOCommitteeon theHR Business Solution - RequestforInformation(RFI)processandseeksapprovaltoproceedwiththe Request for Offer (RFO). The HR Business Solution Project has been progressing since February 2003to redesign and standardisethebusinessprocessesandassociatedsystemssupporting theHR function.In redesigning these processes it was identified that a single, whole-of-Government HR Business Solution would be required to support the Shared Service Objectives. InDecember2003,theTreasurerapprovedatwo-stageprocessconsisting of aRequestfor Information(RFI)andaRequestforOffer (RFO)forawhole-of-GovernmentHR Business Solution. Request for Information TheRFIforawhole-of-GovernmentHRlPayrollsolution wasreleasedtothemarketon10 December, 2003and closed on16February,2004.TheRFIresponses wereevaluated based on VendorSuitability,HighLevelBusinessRequirements,TechnicalRequirementsandthe lIBevaluatedimpactonthelocalindustry.An extensiveevaluationinvolvingcross-sector representation was undertaken resultingin a shortlist of 7 Offerors that was approved by the Treasurer on 28 April 2004. Request for Offer TheRFOiscurrentlybeingpreparedforreleasetothe7shortlistedOfferors.Dependent upon this approvaltheRFOwillbereleasedin lateMay with anexpected completion of the evaluationbyOctober '2004.Thereleaseof theRFOwillbesupportedbyaDetailed BusinessRequirementsSpecification(DBRS)whichwillconvey. indetailthewhole-ofGovernmentrequirementsforaHRlPayrollsolution.Theevaluation of theRFOwillagain involve cross sector representation. RECOMMENDATION It isrecommendedthattheCommitteeapprovethereleaseof theHRBusinessSolutions Request for Offer supported by the Detailed Business Requirements Specification. BRIEFING PAPER RTI Folio no. 1 RTI Folio no. 2s.48 - Exempt information, sch 3, s.1Department of Public WorksRef:DPWOOOOO/08 Director-General brie'fing note Business Solutions - Solution Assessment Report PurposeTo provide anoverview of the IBM Solution Assessment Report and whole-of-Government Business Process UrgencyFor Shared Services CEO Sponsor Group meeting on 9 October 2008 Background On 8 October 2008,IBM presented the key findings of the Solution Assessment Report and whole-of-Government Business Process to the Executive Steering Committee.It is likely that this report willbereferred to at the Shared Services CEO Sponsor Group meeting on9 October 2008. A copy of the IBM presentationis attached. Issues The report aims to identify both convergence and divergence between the whole-of-Government recommended solution and the Department of Education, Training and the ArtsHuman Resources solution(to date) and agency specific feedback.It also aims to highlight where agency specific requirements or stated solution constraints result in anagency solution diverging from the whole-of-Government StandardOffer recommendation. The report provides detailed findings by Human Resources process areas and recommendations to increase convergence of the whole-of-Government solutions.In developing this reportIBMhas takeninto consideration all of the information available from the last 10 months w o r k ~ n gon the Program including ForwardPlanning andDepartment of Education, Training and the Arts HR developments.IBMhas also considered their industry experience andbest practices. IBM concludes that the overall whole-of-Government solution is currently 75% convergent. Without the Depatment of Education, Training and the Arts,the convergence overall rises to 97%.This divergence represents a significant shift away from standard functionality and willimpact on the ability to achieve standardbusiness practices andprocesses.This divergence would also lead to sUbstantial customisation for the Department of Education, Training and the Arts and therefore increased ongoing costs,as well as increasedproject costs. RTI Folio no. 34It was agreedby the Executive Steering Committee that work will occur to assess the divergent items, with a focus on the divergent Department of Education, Trainingand the Arts requirements.Subject to further discussions at Executive Steering Committee on 9 October 2008,it isproposed that there will be a one week review process toidentify whether agreement canbe reachedon the IBMrecommendedprocess convergence.This review process willinvolve IBM,Department of Education, Training and the Arts, CorpTech, SharedServices Agency andagencies where required. If agreement is reached through the review process, the recommendations willlead to very highlevels of convergence.Inthis case,only one Human Resources design process will be requiredto meet the vast majority of the sector requirementsincludingDepartment of Education, Training and the Arts requirements.There wouldstillbe some agency specific design work but this wouldbe minimised. Alternatively,if convergence cannot be achieved,it is likely that a separate design, build and overall solution for Department of Education, Training and the Arts Human Resources will be necessary,resultinginsubstantial additional costs. A further briefing will be provided followingreview of the detailed report andassessment of the recommendations. Contact OfficerEndorsement James BrownBarbara Perrott Program Delivery DirectorExecutive Director CorpTechCorpTech 3224430332245676 04287714390419733001 Date:8 October 2008 oCopy to ERU RTI Folio no. 35., Solution Assessment Report & Whole of Government BusinessProcessDesign Recommended Way Forward October, 2008 RTI Folio no. 36Table of contents Purpose Report Approach Consolidationof the last 10months KeyFindings - Overall - By Process Area Part A - RecommendedApproachForward - SectionOne - Solution Assessment - Section Two - Whole of Government Design andBuild - Section Three - AgencyImplementations Part B - Way Forward withDETA BusinessBlueprint RTI Folio no. 37Purpose To provide a report toidentify bothconvergence and divergence between the woGrecommendedsolutionandtheDETA solution(thus far)and agency specific feedback asdefined. Highlight where agency specific requirements or statedsolution constraints resultinanagency solutiondiverging fromthe woG Standard Offer recommendation. RTI Folio no. 38Report Approach The report was constructedby the followingactivities: Review of the whole of Government Solution(recommendedpriority 1 items, DETA 1321business requirements,baselineHousing Schedule12) Report analysis conductedat a DetailedBusiness Requirements (DBR) level EachDBR hasbeenassessed for convergence against the recommended whole of Government solution(recommendedPriority 1 requirements and Department of Housing) - Consolidated agency feedback - what is theimpact onthe whole of Government design andsolution - Analysis of the DETA 1321DBR's against the whole of Government removalof duplicates - DETA design andsolution(to date) - what is the impact onthe whole of Government design andsolution Assessment conductedonDBR's only witha one to one comparison to the whole of Government solution RTI Folio no. 39Report Approach Thereport ispresentedinfour sections: - Provides a background andconsolidated view of the last 10 months - Key findingsandopportunities across allprocess areas - Detailed findingsandsolutionassessment by process area, includingrecommendations toincrease convergence of the whole of Government solutions - Presents a recommended approachforwardtodesign andbuild the whole of Government solution with the view tomaximising convergence across the whole solution RTI Folio no. 40Consolidationof thelast10months The followingactivities undertaken over the last 10months have provided the IBM teamwiththerelevantinformationandrequireddetail to complete the Solution Assessment report andprovide recommendations for compliance to the woGsolution ForwardPlanning - refinedrecommendedwhole of Government (woG) solution - IBMindustry experience andbest practice - Global solutionknowledge and experience across applications DETA fit-gapassessment DETA BusinessBlueprint Phase (SOW 13) The twokey objectives: design a solutionwhichwillsatisfy the minimumacceptance criteria of DETA's 1321business requirements - obtainmaximum convergence for a whole of government solution. DETABest Practice Business ProcessReview Report RTI Folio no. 41tn tn Q) U e l. tnDl ~ ~ - C._C -ceo .-c-LLE ~ Q ) Q)> ~ ORTI Folio no. 42KeyFindings Analysis conductedatthree levels 1.DETA ONLY (excludingallother agencies) - DETA (DBR'Sanddesign andsolution) to date andthe convergence/divergence incomparison to the woG solution 2.AGENCY FEEDBACK FROMSDA (excludingDETA) - consolidated agency feedback andassessing the impact onthe whole of Government solution 3.ALL AGENCY FEEDBACK - consolidatedagency feedback andDETA designrequirements(anddesign & solution thus far) and assessing the impact onthe whole of Government solution RTI Folio no. 43KeyFindings Following theanalysis of ALL agencybusiness requirements,the overall woG solution is75%convergent The magnitude of the impact of accepting the 25% diverg.ent requirements onthe woG core solution frameworkrepresents a significant shift away fromstandard functional,ity and the ability to achieve standardbusiness practices andprocesses across whole of Government Divergence identified wouldlead to significant customisationof core product functionalityif divergent requirements are accepted: Customisationof over 20%of the SAP payroll engine Redesign of the SAP Australia specific terminationorganiser Additionalexamples of divergence are outlinedinthe followingslides RTI Folio no. 44KeyFindings woG,DETAwoG, Show StopperswoG,DETA,Show Stoppers woG soln AcceptingIBM Recommendations ConvergenceDivergenceConvergenceDivergenceConvergenceDivergenceConvergenceDivergence woGsoln68%32%97%3%75%25%93%7% Separations46%54%100%0%47%53%95%5% Recruitment53%47%93%7%62%38%86%14% Performance98%2%97%3%98%2% Capability98%2%99%1%99%1% Payroll74%26%99%1%78%22%95%5% HR56%44%98%2%64%36%94%6% T/A70%30%98%2%88%12%90%10% Rostering0%0%88%12%88%12% Divergenceis agency specific,Convergence is two or more agencies and driven by best practice andefficiency RTI Folio no. 45KeyFindings - Overall Graph 1: Assessment ofGraph2:Assessment ofGraph 3:Assessment of DET A convergence IAgency Specific feedbackconvergence Idivergence divergence across(via SDA)convergence Iimpact on woG solution solutiondivergence acrosswith allagency specific solutionrequirements 3% 75% 97% At a DBRlevel the solutiomdivergence is25%. At a solutionleveltheimpact of this will flow throughtothe followingareas withlimitedre-use available tosubsequent release phases: - Design- Build - Training- Realisation - Change management- Datamigration RTI Folio no. 46KeyDivergentFindings - Recruitment - MainRoads'requirements toretainexisting functionality basedontheir commercial(non woG) instance of RecruitASP - Availability Management - Smart ApplicationForm - DETA Matrix of Entities andAttributes - Real-timeIntegration RTI Folio no. 47KeyDivergentFindings - Rostering RankiPaypoint functionality inStaffingRequirements equity solution crew-levelrostering comparingplanned andactualrosters RTI Folio no. 48KeyDivergent Findings - Performance& Capability PERFORMANCE The additionof a new goal visibility optionof 'manager and employee only Theimplementationof additionalreports Delegate ownership of Performance Plans andReviews to other supervisors. CAPABILTY External access to Saba (DES&Health) Mulitiple assessments withina course (QPS) RTI Folio no. 49KeyDivergent Findings - Separations - Aggregatedassignment solution - Processingfuture datedseparation - Automationof processes - Deletionof informationat time of separation RTI Folio no. 50KeyDivergentFindings - Time& Attendance - Aggregatedassignment solution - Future Dated Absences - RealTimeIntegration - Absence streamlining RTI Folio no. 51KeyDivergentFindings- Payroll - Aggregatedassignment solution - Automation of processes that willdirectly affect the standard system design - Customisation of the payroll engine - Standard SAP concurrent employment functionality RTI Folio no. 52KeyDivergent Findings - AggregatedAssignment Aggregatedassignment solution - Options Provided - Standard SAP concurrent employment grouping concept asper (SP16) - Standard SAP concurrent employment grouping concept without (SP16) - Custominfotype asper (SP16) - Custominfotype without (SP16) IBMRecommendation - Of the four options provided for Aggregated Assignment Solution,IBM recommends Option1 for whole of Government. - This recommendationisbasedonOption1 aligning withDEIRStandard Practice16 for Concurrent and Aggregatedemployment. - Option1 leverages out of thebox SAP concurrent employment functionality and aligns withIBMguidingprinciples of leveraging the benefits of eachproduct inthesolutionanddelivering a maintainable solution.Option1 representsminimal customisation to each applications core framework. RTI Folio no. 53KeyDivergent Findings - HumanResources - Aggregatedassignment solution - Integration between RecruitASP andSAP - Transfer workbench - Redesign of the higher duties andincrements solution to improve processing timeframes - Considerations for re-employment - Enterprise Structure RTI Folio no. 54KeyDivergentFindings - AvailabilityManagement Availability Management - Feasibility studies undertaken IntegrationPoints - Three options provided To progress with AvailabilityManagement the followingsteps arerecommendedby IBM - Complete theBusiness process design,including the process maps andsupporting: Descriptions ProcessPrerequisites,Triggers andFollowing Activities Business Process steps Clearly define thescope anddependencies - Provide a dedicated functionalDET A resource Perform a solution concept validation - highlevelfit gap assessment of supporting technology (enable selectionof option tobemade) Fit Gap assessment tobeconductedbasedontwo options - 1 SAP Solution with EmployeeInteractionCentre andWorkbrainIntegration,2.Using SAP's Custom Development Solution - Fit Gap Assessment wouldprovide best fit andlowest cost for DETA RTI Folio no. 55"'C "co ~o LL. J: o CO o "c.. c.. ~"'C cu "'C s::::: cu E E o o cu ~RTI Folio no. 56PART A - Way ForwardWhole of Government 1.Solution Assessment 2.Whole of Government Design& Build 3.Agency Implementations Section Two - WholeSection One - Solullon of GovernmentAssllSsmcnt Design and Build A. Solution Assessment Report a. Solution Assessment Report Panel . : ~ F. WI,olc ~ r ~ DIvergent Items C. Assessment of Build -- +(Section Three - Agency'\IImplemontatlonsI I~ = =a I II II II II II I JI I I II \_- --) RTI Folio no. 57SectionOne -SeetlooOne - Solution Assessment A. SoIuPon AMement Report 8. Solution A_ment Report Panel COAment ol DIve....nt Iteme SolutionAssessment Section one isa one-off set of activities,focusedonthe Solution Assessment Report andtheevaluationof divergent business requirements WillNOT start whole of government designuntil alldivergent items have beenassessed RTI Folio no. 58SectionTwo - Whole of Government DesignandBuild Section Two - WholeSection two outlines the stages of the whole of 01 Government government business process design, functionaldesign . Design and Build andbuilddedicated to the StandardOffer (core and shared) .Allcore andshared willbedesigned andbuilt up-front to formthe foundation of the whole of government framework. Any and all agency specific designs/development items willbeclassified as "add-ons" tocomply with the woGframework RTI Folio no. 59Completeend-to-endbusinessprocessdesignforall in-scopebusinessprocesses The framework for validatingandrefreshingtheWhole of Government Business Process Designmust be able to Identify linkages betweenservice delivery model,process,technology, people and organisation Provide a commonlanguage toenhance reuse of design elements across levels of theservice delivery model andbetween different organisation units (agencies) Incorporate existingproject artefacts anddesign elements Besupported byrelevant and common tools and techniques Be implemented by multiple delivery organisations (SSP's) RTI Folio no. 60Theintent of WOGSSistomaximisecommonality of processdesign Tomaximise thebenefits of a wholeof Government Shared Services Approach commonbusinessprocess designis recommended 70%of business process designed willform 'Core Processes' for allSSPs and Agencies (by SDA) 10 -20% willreflect 'SharedProcesses' drivenbySSPs tosupport their operations (by SDA andtheSSP's) 10 -20% willreflect 'Agency Specific Processes' to meet Agency specific HR processes basedonawards or industry/agency specific legislative requirements (by SDA and Agencies) RTI Folio no. 61SectionThree - AgencyImplementations - ~+-,I'Section Three - AgencyIImplemontationsI I-,I II II I'I II II I,I II II \. ------) Section three details the context of "how" agency speci fic items (businessprocess design,functional design and build) willbe dealt withaspart of anagency implementation RTI Folio no. 62artB - WayForwardwithDETA BusinessBlueprint SocUon Two - Whol. of GovernmentLeveragingBest Practice Design and Build '\SOW13 to focusonagency specific items only .ICommence SOW20inparallel withSOW13 :Impact assessment onresources,todetermine resourcenumbers andmix tomove into two Istreams of work I SOW20 toprioritise activities tosupport work I beingconductedinSOW13I I Start withBusiness ProcessDesign,willleverage ITo-Be business process designs developed to Idate __.. _ (S.ctlon Thr.. - CETA Agoncy ImplomonlaUon "- - - - - - )SOW16 tobuildDETA specific items only(those whichhave been designed under SOW 13) NOTE:The objective isto aimfor DET A'sOctober 2009Go-Live. RTI Folio no. 63IBMRecommendationstosupport theway forward IBM's recommendations to support theimplementation of the outcomes of the Solution Assessment Report include: Governance - governance of SOW 20tobereside withthe Executive SteeringCommittee to reflect the whole of Government focusof the design Way Forward - design work mov,ingforwardto shift into twostreams operatingconcurrently. Stream1 - Whole of Government BusinessProcessDesign Commence the woGbusiness process designusingSAP ECC6.0 wit the latest enhancements andsupport packs provided Stream2 - DETA to finaliseblueprint andfunctionall specs for DETA specific items only (the prioritisation of this work,willbedependent on coresolutionconceptsbeing finalised) Design teamlocation - SOW 20project team to belocated atSantos House Re-use assessment panel- the Joint SolutionWorkshop andRe-use Assessment Panelprocess tocontinue for SOW 13 RTI Folio no. 64IBMRecommendations tosupport theway forward IBM's recommendations to support theimplementationof the outcomes of the Solution Assessment Report include: Business requirements theDETA 1321requirements are refocusedtoprovide theminimum acceptance criteria for DETA specific requirementsonly andDETA move totheForwardPlanning whole of Government solution scope as the baseline for the designof core functionality the use of DBRs as a solutionbaseline reference are closed and the designapproachmove toabusiness process focus with development items beingidentified throughbusiness processblueprints andfunctional assessment. RTI Folio no. 65References SAPConcurrent Employment First FullUSImpl'ementation2003/2004 - Livesince January 2005 (Southwest Texas StateUniversity later changed to Texas State University) Recruitment Smart ApplicationForm VictoriaGovernment RTI Folio no. 66'Department of Public WorksRef:eTe15265 Executive Director briefing note Information Update - TSS Updrade Feasibility and InitialReview for the Migration of Aurion into TSS (The Solution Series) PurposeTo provide theExecutive Director withinformation regarding the current status of the technical feasibility review relating toupgrading TSS as well asthe possibility of migrating approximately 15,000 AurionEmployees and130 SAP employees currently beingmanaged by CAPS into TSS. UrgencyInformation Only. Background CorpTechcurrently providesHRandPayrollproductionsupport services toDETA and CAPS for The Solution Series (TSS)application and itssupportingCrystalEnterprise reporting system.The Department of Education Trainingandthe Arts (DETA)and Corporate & Professional Services (CAPS) have anannual payroll of over three billion dollars whichrepresents almost one-thirdof Queensland Government employees. TSShasremainedonversion3.01sinceitsimplementation over 10 yearsago andis currently supportedbyCorpTechstaff andcontractors withFacilities Management and PayrollDisbursement activities outsourced toexternalsuppliers. InJune 2007 CorpTech andIBM undertook to deliver a whole of Government HR and Payrollsolution within SAP ECC5.0 inconjunction withDETA which was targeted to replace TSS by October 2009.This objective has been delayed andislikely not to be realisedby the targeted date andareassessment of theproject anditsdeliverables are currently underway. CAPS have also approached CorpTechstaff to enquire about current support arrangements for the existing TSSapplication inlight of expected woGproject delays. They have alsoindicated that they willbe seeking toimplement a number of minor projects themselves as woGproject timelines arere-established.CAPS wish to explore the capabilities of TSS for any interim benefits that couldberealisedor whichcould complement their ownprojects.This couldinclude anupgrade to the most current version of TSS, theexploration of additional functionality withinthe applicationandItsincreased usage by other areas of DETA. Issues N/A RTI Folio no. 67-2Current position TSS version3.01andCrystalEnterprisingReportingsystemare currently supportedby an establishment of 11contractors providing applicationandprogrammingsupport;and5 permanent Public Servants providingbusiness analysis andsecurity support.As the TSS application requires highly developed skillsetsrelative tothe application, specialised contractors are necessary toprovide the level of support needed. Facilities Management andPayroll disbursements are outsourced toFujitsuunder separate arrangements andTSS Vendor Support isprovidedby JFT Solutions. Due to the woGproject delays CAPS,withDETA executive management endorsement, have developed aninitialProgramof Work detailinga rangeof projects tomeet the department's priority requirements. Two of these projects refer to theupgrade of TSS to thelatest Australian Version5.2.1 (withreview of additional functionality)andthe other isfor the migration of approximately 15,000 employees fromTraining(Aurion) and130 employees from Communities (SAP) into TSS. Status Update CorpTechhasbeenapproachedbyCAPS to perform a TechnicalFeasibility Assessment onupgrading tothelatest Australian Versionof TSS, version5.2.1.Aspart of this evaluation, CorpTech isalsoundertaking a proof-of-concept to ensure that existing functionalityismaintained thru theupgrade andwillalsoreview,where possible,some of theadditional features that wouldnow become available. The CAPS ledeHr Project will thenundertake their ownFeasibility Assessments, which wouldbe addressedindividually and wouldcover the following: Business Activitiesinvolvedindeploying the new version of TSS to their user. Delivering/incorporating DETAICAPS Establishmentrequirements into TSS. DeliveringESSand Workflow toall TSS Users Migration of DETA Trainingstaff (andany relevant statutory authorities) from Aurion to TSS + Migrationof DETA Communities staff to TSS (13employees.) These assessments willbeaddressedsequentially asoutlinedabove.After these assessrnents havebeencompleted, the eHr Project willthenperforma review onthe migrationof DETA Trainingstaff (approx 15,000 employees)andDETA Communities staff (approx 130 employees) into TSS. Upgrade Feasibility (Like-for-like Functionality) - Progress todate isas follows: CorpTech has successfully completed approximately 80% for the Technical Feasibility AssessmentlProof-of-Concepl. CorpTech has createda TSS Version5.2.1 Instance andhascompletedmigration of the fullCAPS Productionenvironment into thisinstance.Basic review of online functionality hasbeenperformed whichhashighlighteda number of screens that requiremodification RTI Folio no. 68-3 No Batch functionalityhas been tested at this stage (i.e.FullPay Run testing) however thisisscheduled to beginon6th February 2009 The finall CorpTech TechnicalFeasibility Report wouldnot be delivereduntil after this module has been reviewed Access to the TSS Version5.2.1 proof-of-Concept instance has beenprovided to CAPS for initial review on16th January 2009. DETAICAPS Establishment req,uirements - Progress to date is as follows: The eHr Project are aware of the current Establishment Configuration andhow it has been Implemented into TSS The eHr Project willreview the current setup andoperation against the eHr Project Establishment requirements.CorpTech wouldprovide support and technical assistance in developing aGAP document betweencurrent configurationand requirements.This GAP document wouldbe provided toCorpTech to design a solution for theimplementation of these new requirements CorpTech wouldprovide support to the eHr Project duringallphases. ESS and WorkFlow Capability - Progress toDateis as follows: Initial presentation by the TSS AustralianDistributor of the standard TSS ESSNVorkflow Solution wasundertaken on Wednesday14thJanuary 2009 Thismodule isscheduled for delivery to CorpTech on 6th February 2009 when steps willbe taken to implement it into the TSS proof-of-Concept instance for initial CorpTechreview Once completed,CorpTech would thenimplement this functionality into another TSS Version5 Instance for the eHr Project review Throughdiscussions with the eHr Project this evaluation wouldbeperformed after the TSSUpgradeFeasibility Assessment has beenconcluded AGAP document would be produceddetailing changes required to the TSS out-ofthe-box solution tomeet DETA Requirements CorpTech would provide business and technical support to the eHr Proj ect during during allphases. Migration of Traininginto TSS CAPS has requested that CorpTech perform some initialanalysis onthe possibility of migrating approximately 15,000 employees from Training(Aurion) and130 employees from Communities (SAP) into TSS.The understanding is that allHR andPayroll functionality wouldbe migratedinto TSS and that allexisting end-user capability would now beavailable fromTSS(I.e . ESS and WorkFlow).Work estimates and costings for this body of work are to be providedif possible. CorpTech - TSS TechnicalGroup has approached this analysis with the following assumptions.: Anumber of additional TSSInstance(s) would berequiredto accommodate TrainingandCommunities TrainingandCommunities TSSInstance(s) wouldoperate in the same manner as DETA andCAPS TSS Instances.That is modifications to TSSfunctionality would be keep at a minimum wherever possible No changes wouldbeimplemented for thehandlingof interface files, bothinbound and outbound,to and fromTSS for the Traininginstances.Interfaces not required can be excluded RTI Folio no. 694 . The project toupgrade TSS version5.2.1project will go ahead.This will therefore provide ESSMIorkFlow capability whichiscurrently available in Aurion andSAP The new TSSInstance(s) will utilise the TSS ReportingSolution.(Le. Crystal Reports,Crystal Analysis andCrystalEnterprise) Thenew TSSInstance(s) will reside on the existing TSS Infrastructure andwould result in anexpansion of services providedby current Facilities Management Supplier (Fujitsu Australia) All disbursements fromthenew TSSInstance(s) would be reviewedandaligned to the processes andprocedures currently inplace for DETA andCAPS. Progress to date is as follows: CorpTech has heldinitial discussions internally with AdrianFischle andRoss Glendinning to gain anunderstanding of the configuration, functiona'iity andoperations currently in place for Training . CorpTechhas alsohadinitial discussions withtheeHr Project,Data Management Team. This teamhas beeninvolvedindata analysis,cleansingandalso extractionactivities with the view of migrating tothe woG Solution. CorpTech has hadinitial discussions with eHr Project regardinghow they canassess the project size andimpact of migratingfrom Aurion/SAP toTSS.Their initialrequest was for anaddition TSS Version5.2.1instance for evaluationpurposes.As thisreview will be undertaken after other usedby CAPS resources andsupported by CorpTech. Aninitial, review hashighlighteda number of areas that requirechanges to existing services.These include: Facilities Management Agreements woG - HR/Payroll Disbursements Agreement Hardware Infrastructure HRlPayrollReporting Changes toHRlPayroll Business process When reviewingdata conversation and TSS configuration activities that wouldneed to be undertaken, there seems to be a number of different options available that couldbe adopted.when migrating Traininginto TSS.These options are also dependent onthe earlier activities andchanges that willresult from: The TSS Upgrade Modification to the TSS Establishment Configuration,and TheESS& WorkFlow Solution that wouldbe deployed. For thisreason,the eHr Project have requestedthat this migrationactivity be addressed asa separate project andthat reviewsandGAP Analysis activities wouldcommence after decisions have beenmade onthe above.CorpTech wouldagainsupport allactivities during this project. Way Forward: CorpTechhavehighlighted toCAPS that no activities canoccur until fundingand resourcinghave beenagreed toandCorpTechGovernance has been followed.Allefforts thus far have facilitatedinvestigationby thecustomer to allow them toprogress their business case withnegligible cost andresourceimpacts. RTI Folio no. 70- 5 Thenext steps are: CorpTech willdevelop a PlanfGant Chart detailing CorpTech tasks andactivities requiredfor a eHr Project - TSS Version5 Evaluation.Thisplanistobepresented to the eHr project onFriday 30-1-2009.If possible CorpTechwillawait response fromeHr project on the commencement of the TSS Establishment review andsupport their activity.The eHr Project evaluation would not beundertakenuntil theinitialreview,Like-for-Like functionality iscompleted. CorpTech willcontinue to investigateESS andBatchmodules within TSS to meet customer requirements CorpTech willhighlight theresourcingandcostsrequiredfor this evaluation to provide to theeHr Project asa request for fundingandsubmit for relevant approval. Contact Officer Corey Passmore AIOirector- HR Application Management Service Management 31791309 Date:27 January 2009 Endorsement Philip Hood Program Director Service Management 31791011 0417143590 RTI Folio no. 71Whole of Government HRBusinessSolution Assessment August2007 Queensland Treasury - SSS ProgramCommercial In- ConftdencePage 1 RTI Folio no. 72HR BusinessSolution AssessmentPresence of IT Table of Contents 1Executive Summary .... .... .. ............. ... .......... .. ..... ...... ............ ....4 1.1Introduction ....................... .... . ....... .................................. ............4 I .2Approach.. .... .......................... ...... ...... ..... .................... ................ . 4 1.3Key Rndings ......... .... ....... .. ........... .... .......... ................... .. ..... ....4 1.4Recommendations.......... ........ .................. .... .. ........... ... ........... ...... ... .. .....5 1.5Immediate Next Steps ........ ....................................... .......... ............. ........ ............ ......6 2True PositioningAssessment Scope .. ........ .. .. ..... ........ .. ... .. ... ... 7 2.1Approach ... .... ... .. .... ........................... ............... ............................ ........ .................. ...7 3Background ... .. ...... ...... ..... ...... ... ..... .. .. ... .......................... .... .. ... 8 4Assessment Summary ............ .. .. ...... ............ ..... .... ... ........ ..... .. 9 4.1Functional and Technical Areas .... .......... ............. ............................ 9 4.1.1Enterpri se Structure........ ....... .................................................. ..9 4.1.2Personnet Administration. .... ......... .... .... ................ .... . .................... ...9 4.1.3OrganisationalMaoagemen!....... .. ..... ...... .. ......... ........ .... ...... ...................9 4. 1.4ESSIMSS ..... .... .. .. .. .......... ........................... ............. ............................... . 10 4.1 .5Payroll........... .. .. ............... .................. ......... ....... .. .. .................... ...10 4.1.6TImeManagement ....... ........ ........ ........ ...... ......... .. ................. ............ ... ........10 4.1.7Seourity ........................................................ ...... ...................... ................ ......11 4.1.8Tecllnfcal Architecture ...... .................. ........ .............. ................... ..... ...... ........ 11 4.1.9ProductionSupport and BwldEnvironmen!... .................................................. 12 5Detai led Assessment.... ............................... .... ......... .. .. .......... 13 5.1Enterprise Structure .. ..... .............................. ...... .................. .. .. .................. ......... .....13 5.1 .1Overview ........................... .. ................... ..................... ......... ....... ............... ....13 5.1.2Findings.. .... .............. .................... ................. ........ ..... ............ ....... ......13 5.1.3Comments ... ...... .. ............... .................... ......... .. ............. ................................. 14 5. 1.4Recommendations ................................ .... ... .. ...... .................................14 5.2Personnel Administration (PA) ............................................... ...... ..... ...... ................15 5.2. 1Overvi ew ...... ......... ..... ....... ........... ...................... ...... ......... ...........15 5.2.2Findings... .. ...... ........ .. .. ...... .............. ....... ............................ ................15 5.2. 3Comments...... .............. ... .... ...... ............. .. .......... ................................. ....20 5.2.4Recommendations............... ..... ........................ .................... ................ 21 5.3Organisation Management .. .. ............. .... ... .......... ........... ... .. .. ............................. ...22 5.3.1Overview .. ............ ...... ......... ... ............... .. .................................. ............. ... 22 5. 3.2Findings...................... .. ............. ................ ....... ........ ......................... 22 5.3.3Comments.. .. ................. ........ ....................... ....... ............ .... 26 5.3.4Recommendations........................... ................... .. .................... ...... ..26 5.4ESSlMSS................. ........... .. ......... ............ ............................... .. .......27 5.4.1Overview ............... .............. ............ .. ........................ ................ ............ .. 27 5.4.2Findings ........... .... .............. .......... ........ ......... ...................................... ............. 27 5.4.3Comments... .. ............. .... ... ............ .......... .. ......... ....... ............ ...............28 5.4.4Recommendations ....... .... ............... ..... .... ......................................... 29 5. 5Payroll. ... ........ ........... .... ........... ......... .......... 30 5.5.1Overview ..................... ............... ............. ......................... ........................... 30 5.5.2Findings..... .... . .... .......... ....................... ................ ............... ... 30 5.5.3Comments. ...... ..................... .. ........... ........... ....... ..... ..............34 5.5.4Recommendations ............. ........................ .............. ................ ............... ......... 35 Ooeenslaoo Treasury SSS ProgramCommercial- in - ConfidencePage2 RTI Folio no. 73----------- ------ - - ;HR BusinessSolutionAssessmentPresence of IT 5. 6Time Managemenl. . ............ .... ......................... ......... .... ................... .. ............ ........ 37 5.6.1Overview .............. ........ .. ...... .. ......... ....... .... .. .. .. ................. 37 5.6.2Findings.... .. ...... ... ....... .. .. .......... .. ....... ......... .... .......... ......... 37 5.6.3Comments.. ...... ........... ........... ............... .......... ..41 5.6.4Recommendations..... .. ............. ....... .... ........ 42 5.7Security .. .. .. .. ......... .... .. .. .. ....................... ..... : .......... 43 5.7.1Overview ........ .. ............ ................................... .. ....... .. ... .......... ...43 5.7.2Rndings.. .......... ......... ........... ....... .. .................... .. ....... .... ....................... ..43 5.7.3Comments .. ...... .. ...... ........................... .. ........ ...... ................. ... ....... ...... 45 5.8Portals.... .............. ............ ............... .................. ..... ..... ......... ........... .. .... .. ............ 46 5.8.1Overview .. .................... .. .. ..................... ...................... ...... ............... .. . 46 5. 8.2Rndings............. .. .. .. .... ............ .. ....... _....... ... .... .... .... ........... .. .... ... 48 5.8.3Recommendations. .. .... .............. .. .. .... ........ ......... ...... .. .... ...... .. ....... 48 5.9SAP HR Integrat on to other FlInctlooality (OFS) .... .. ......... .. .. .. .... ..... .... ........ 48 5.9. 1Overview ................ ..... .. .. .. ..... .. .......... ..... ....... ............... .. .. ... ..... .............. 48 5.9.2Findings.. .......... ............. ......... ... .. ...... .... ...... .... ................. ............ .. ........ ..48 5.9.3Recommendations. .. .... .. ......... .... ......... .. ........ ........ ........ .......... 48 5.1 0SAP HR integratlon 10 Business WareHousing ... ........ .............. ....... 49 5.10.1Overview ............... ..._.. .................. .... .. ............. 49 5.10.2Findi ngs.......... .................................... ................. .... ........ ............... ..49 5.10.3Recommendations. ... .. ......... ........ ... .......... .... .. . 49 6.1 1Technical Architecture.............. .......... ..................... .. .. .... .. .... ............. .... ....51 5. 11.1Overview .................. ..... .... .. .. .... .. ........... .. ....... .. ........ .... ... 51 5.11 .2findings.. ................ ... .............. .......... ...... ............. ..51 5.1 1.3Recommendations .. ...... .. ......... .. .. .... ................ ...... ........................ .... .. . 52 5.12Bundand ProductfonEnvironment............. ......... ................. .. .. .. ....... 55 5.1 2.1Overview .. .............. .... .. .. ....... . .. .. ........... .... ...... .. ... .. .......... ........ .. ........ 55 5.1 2.2Findings.. ............... ....... .. ... .. ......... .................. 55 5. 12.3Recommendations..... ....... .. ..................... .. ........... ..................... ...69 Queensland Treasury - SSSProgramCommercial- in . ConfidencePage 3 RTI Folio no. 74HRBusinessSolution AssessmentPresence of IT 1EXECUTIVE SUMMARY 1.1INTRODUCTION TheQueensland Government,throughtheCorpTechSSSProgram,isintheprocess ofrollingoutasingleHRBusinessSolutiontomorethan200,000employeesin twentysixagencies,supportedbythreeSharedServiceProviders(SSP).TheHR BusinessSolutioniscomprisedofacoreSAPECC5HR/Payrollsolutionandthree specialistbestofbreedsolutions- Workbrainforrosteringandworkforce management,SabaforperformanceandlearningmanagementandRecruitASPfor onlinerecruitmentandapplicantprocessing.TheDepartmentofHousingwas selectedasthe pilot agency andislive with integration toa 4.6c Finance system. Aspart of areadinessassessmentforrollout toother agencies, CorpTechengaged Presence 01ITtoconducta TruePositionAssessment ofthecoreSAPsolutionand itsintegrationtotheotherapplications.Thereviewfocusedontheconfigurationof thesolutionandthesuitabilityofitsunderlyingdesigntosupportasingleinstance sharedservices environment andthe plannedrollouttoother agencies. Presence ofIT wasfoundedin1999bya specialist teamof HRiPayrollconfiguration specialists, who workedwithSAP Germany to buildthefirstAustralianversionofthe SAPPayroll.PresenceofIThasgrowntobecometheleadingsupplierofSAP HR/PayrollconsultingservicesinAustralia,providingimplementationandsupport servicestoAustralia's largestprivateandpublicsectororganisations.Overthelast fewyearsPresenceofIThasbeeninvolvedinthedesignandimplementationof largesharedserviceHRipayrollsolutionsforseveralglobalorganisationsincluding RioTintoandBHP BilJiton. 1.2APPROACH Theunderlyingapproachtothisreviewwastoassessthecurrentsolution environmentforitssuitabilityasthebasisforaneffectiveandsupportablefuture shared services solution. The following steps were takentoderive our findings: 1.Reviewed the currentsystemlandscape 2.Investigated theproduction systemIssues &Problems Log 3.Conductedinterviews withstakeholders 4.AnalysedtheDevelopmentandUserAcceptanceenvironmentstoproduce key findingsandrecommendations 5.Assessedthetechnicalarchitecturebasedoninterviewswithkeytechnical membersandrelevant systemdocumentation. 1.3KEYFlNDINGS ThekeyfindingsfromtheTruePositionAssessmentare: TheSAPsolutiondesignandconfigurationissound,however furtherworkis requiredtotransitionitfromasingleagencyimplementationtoashared services framework readytosupportfurtheragencies. Queensland Treasury - SSS ProgramCommercial- in - ConfidencePage 4 RTI Folio no. 75HA BUSinessSolution AssessmentPresence of IT Thereisevidenceofalackofacoordinatedapproachtothesolution pfanning.Thislackofcoordinationisoftenassociatedwithlargerprojects beingsourcedwithdisparateconsultinggroupswhodonotsharethesame design techniques. ThesolutionhasbeenhighfycustomisedtomeetsignedoffQueensland Government business requirementsand thiswill causeongoing support effort andcost,whichmaynotbeclearlyunderstoodbytheagencies.Thesheer numberandcomplexityofthedevelopmentsrequireagreatdealof managementandcoordination. Thecurrentbuildandproductionsupportenvironmentisappropriateto supportasingleinstancesharedservicessolutionaslongasstrictcontrols are executed. Theexistinghardwareresourcesareadequatetohandlethecurrentsystem load.However carefulplanning is requiredforfuture rollout. Insummary,thesolutionissoundhoweverhaslargelybeenbuillaroundasingle agencymodel.Immediatestepsarerequiredtoestablishthedesignframeworkand standardsrequiredforasharedservicesmodelbeforethesolutionisexpandedto includeotheragencies.Thisactivityisnotdifficulthoweverfailuretoaddressitwill resultin an increasingly complex endsolution thatis costly to support andmaintain. 1,4RECOMMENDATIONS Althoughthereareissues tobe addressed topreparethe systemfor a shared service solution, thereisnoreasonwhysingleormultiple rolloutsshouldnot bepursuedon the existing singleinstance platformprovided that thehardware isadequate. It is recommended that : Resourcesare allocated toaddresstherecommendationsoftheTruePositioning reportandpreparethesolutionfora sharedservicesenvironment.Noadditional agency configuration changesshould be made until thishasoccurred. Thesolutiondesignbecentrally managed by a dedicatedSolutionIntegrity team, withafocusondesignstandardsandnamingconventions,tocontrolthefuture extensionstotheSAPstructuresasmoreagenciesareaccommodated.This teamwillactasa gatekeeperforanyconfigurationanddevelopment.Thisteam canbeindependentbut'importantlymustbegiventheauthoritytoensurethe systemisdesignedina long-term costeffectivemanner. Nonstandarddevelopment becloselymanagedandcoordinated.Thisiscritical asmoreagenciesarebroughtontothesystemaschangesinanyofthese developments willaffect other parts of the system andother agencies. GuidelinesandapprovalprocessesbeimplementedtofullyinformtheCEO GovernanceBoardof theimplications ofallfuturenon-standardfunctionalityand customisation. Queensland TreasurySSS ProgramCommercial - In - ConfidencePageS RTI Folio no. 76HRBusinessSolution Assessment CommunicationandcollaborationbetweentheBusinessSolutionBuildteams andtheTransitionteamsbeformalisedin order tobettermanage expectations of agencies. Thecurrentbuik:Jandproductionenvironmentsbemaintainedwiththeutilisation ofatooltoassistinsynchronisingthetwodevelopmentenvironments(preproduction and build). 1.5IMMEDIATE NEXT STEPS Toguidetheapproachtotherecommendationsabove,itissuggestedthatacollaborative planningexercisebeundertakenwithrepresentativesoftheCorptechSSSProgramand Service Centre to: Develop the Shared Services Design Framework andStandards Establish the SolutionIntegrity Team Develop theSotution Management Charter Queenslaoo Treasury SSS ProgramCommerdal - in - Confide""oPage S RTI Folio no. 77HR Business SoIullcn AssessmentPresenceof IT 2TRUEPOSITIONINGASSESSMENT SCOPE Thescopecoverstheassessment ofcurrentSAPconfiguration.Theareasthatwere assessedare: Enterprise Structure Personnel Administration OrganisationManagement ESS/MSS Payroll TimeManagement IIntegration toCross ApplicationTimesheet I Workbrain Security Portals Integration to other SAP functionality SAP HRIntegration toBusiness Warehouse TechnicalArchitecture NB: Amoredetailedassessment of theWorkflow componentisplannedandwillbe submitted as anaddendum to this report. 2.1APPROACH Theprocess usedto develop thefindings was: t.Analysetheexistingbusiness and current systemlandscape. 2.Investigate thecurrent productionsupport Issues/Problems Log. 3.TheBuildDevelopment andUserAcceptanceenvironmentswereinvestigatedto produce keyfindingsandrecommendations. 4.Conduct interviews withstakeholders to gaininformationrelevant tothe assessment.Thefollowingstakeholders provided information for thisexercise: HRBS Director - Scott MacDonald Standard Offering - SandraBowtell .,PersonnelAdministration- Danielle West, Neil Jennings . 'OrganisationalManagement - TraceyCox,NeilJennings Performance& Capability Lead - Andrew Childs Recruitment Contact - PhilBeckey HR/PayrollLead - LeanneDavidson Payroll- RossCarleton,Brett Tetlow,RobynFerguson TimeManagement - Mary-AnneMcCarthy Security - BillWillmott,Peter Eltherington ApplicationsDevelopment Lead - Neil Wild Technology- PeterPerbellini ,LexCunningham,SteveChung, Darren Olm BWIntegration- PeterPerbellini,LexCunningham,SteveChung, Darren Olm OFS - PaulFrazer,MarkHolz Queensland Treasury- SSS ProgramCommercial- in- ConfidencePage 7 RTI Folio no. 78HR BusinessSolution AssessmentPresence of IT 3BACKGROUND TheStandardOfferdesignisdrivenbykeyprinciplesthatwereapprovedbythe CorporateServicesManagementCommittee(CSMC)andtheCSMCHRSubcommittee.ThedesignprincipalsembracestandardHRprocessesstandardSAP functionality.Functionality isdeliveredaccordingtotherequirementsagreedtointhe DetailedProcessDesignReports(DPDRs)andDetailedBusinessRequirements (DBRs). The Standard Offer underpins thefollowingdesignprinciples: Developmentofstandarddatastructurestoreduceunnecessaryduplicationin ordertofacilitateeasierconSOlidation,sharing,andreportingofdataacross agencies. Aclientsupportmodelfordeliveringsupportandadvice,usingstandardised supportprocesses,astandardisedapproachtoContact Centres , andwithspecific Centres of Skillfor specialist support. A singleemployeeidentifier that willremainwiththeemployee,ratherthan agency based employee numbers. AsystemthatcantrackwOrkforcedirectandindirectcosts,andlinktoother Corporate Systems including costing systems. Asystemthatempowersemployeesthroughgreaterinvolvement,management and access totheir personal data. Processes that support line managers infulfillingtheiraccountability. Automated,onlineapprovalprocesses. Informationchangesinonepartoftheprocessthatautomaticallytriggers associated data processing tasksinrelatedCorporateSystems. TheDepartmentofHousingwasselectedasapilotandislivewithECC5SAP HRiPayrollwithintegrationtoa4.6cFinancesystemaswellasotherHRrelated systems. Aspartofareadinessassessmentforrollouttootheragencies,SSShasengaged PresenceofIT toconducta TruePositioningAssessmentof theSAPsolutionandits integrationtootherapplications.Withtheconfigurationofthecurrentlivesystemas themainobjective,Presence ofITalsofocussedon thesystemdesign forplannedroll out to theother agencies. Queensland Treasury - SSS ProgramCommercial - In - ConfidencePageS RTI Folio no. 79HR Business Solution AssessmentPresence of IT 4ASSESSMENT SUMMARY Asummaryofthekeyfindingsofthefunctionalandtechnicalareasarehighlightedin thissection.DetailedfindingsandrecommendationsareavailableinDetailed Assessmentssectionofthisdocument. 4.1FUNCTIONAL AND TECHNICAL AREAS Thew-o-GHRBusinessSolution(HRBS),asacentraliseesharedfunction,will eventually service the payments andHR business processes of approximately 200,000 employeesthroughoutQueensland.Thereare183uniqueawards,actsand agreements which wouldhave to be catered for intheStandard Offer. 4.1.1Enlerprlse Slructure TheEnterpriseStructureisusedtoclassifyemployeesintodifferentgroupingsto makethemeligibleorineligibleforspecificprocesseswithineachoftheindividual modules of the SAPsystem. Recommendations TheEnterpriseStructure asa wholeiswelldesignedandshould adequately support thew-o-Gsolution.Onepointtoconsiderforthefutureisprovisionforemployees secondedinto oroutof agencies. 4.1.2Personnel Administration TheconfigurationofthePersonnelAdministrationsystemiseffectiveandsupports futureagencyimplementations.Enhancementsanddevelopmentshavebeenmade tomeetagencyrequirements.Althoughtheimpactsofthesechangeshavebeen communicatedtothebusiness, thevalueaddedbyincludingthemcompareetothe additional effort requiredtosupport themhas not been demonstrated. Recommendations Duetonon-standarddevelopments,reworkwillberequiredwhenthesystemis upgradeeor supportpacks areapplied.Someofthese developments aresupported, forexampletheprocessesaroundincrements, higherdutiesandpriorserviceasthe standardSAPfunctionalityavailableatthemomentdoesnotfullycaterforthese processes.However,itisstronglyadvisedthatSSSrefrainfromaccommodating. non-standard devel,opments thatarenotcriticaltothebusiness .AnexampleofthislS standardinfotypechanges.Thiscouldbecomeahighrisk,especiallyasmore agencies demand that their specific requirements areaddressed. 4_1_3Organisational Management TheOrganisationalManagementconfigurationiseffective,howeveralotofdatais maintainedwhichcanbecomeredundantquicklyifitisnotmaintainedaspartofa process andreviewed/updated ona regular basis. Recommendations ThereisaconcernaboutretainingconsistentOrganisationaldatawhenmorethan oneSharedServiceProviderisupdatingtheOrgal'11isationalStructure.Asthe OrganisationalStructureisoneofthemajorbuildingblocksoftheSAPsystem, and keytomanyotherintegratedprocesses,considerationshouldbegiventoacentral maintenancepolicyfortheOrganisationalStructure.ESS/MSSworkflowissues Queensland Treasury - SSSProgramCommercial- in- Confi dencePage 9 RTI Folio no. 80HR Business Solution AssessmentPresence of IT whicharecurrentlybeingexperiencedareanexampleoftheimportanceofaclean, up todate OrganisationalStructure. 4.1.4ESSlMSS Therearesomeusefulservicesdeliveredbythew-o-GESSandMSSwherean employeehasaccesstoservicesfromworkingtimethroughtolearningdata. HoweverworkflowissuesareexperiencedduetoproblemswiththeOrganisational Structure.EnsuringthattheOrganisationalStructureiscorrectwillreduceexisting workflowissuesinthisarea. Recommendations ItiscriticaltoensureacleanOrganisationalStructureisinplaceforfuturerollouts andthatthestructuresaremaintainedcontinuouslyandpreferablycentrallyas OrganisationalStructureproblemsaHectmanyotherareasofanintegratedSAP system. 4.1.5Payroll Payrollprocessesarewelldefined.WhilstthePayrollconfigurationiseffective, the PayrollSchemainitscurrentstateshouldbebranchedofftoincludedecisionrules agencylevel.Aconcernisthehardcodingofwagetypesinthecustomisedrules whichwillbecome problematiC withfuturerollouts. Concurrent Employment Duringthereviewitwasidentifiedthatthe,functionalityaroundconcurrent employmenthassomeissues.Someissuesstemfromsystemdefectswhicharenot unusualforapilotsite,andSAPisaddressingtheseissues.Otherissuesrelateto unclearbusinesspoliciesandrequirementsintermsoftheuseoftheconcurrent employment functionality. Concurrent employmenthasbeenactivated forthew-o-G solutionandonceactivated the functionalitycannotbereversed. Recommendations ItisnottoolateinthebuildprocesstochangethePayrollSchemato accommodatedecisionrulesforfutureagencies.Thisshouldbedonebefore development forthenext agency starts. Wagetypehardcoding inrules should be avoided and thosewhichcurrently exist should be changed. Thepoliciesandbusinessrequirementsforconcurrentemploymentshouldbe confirmedandtheconfigurationstabilisedpriortoproceedingwiththenext agency implementation. 4,1,6TimeManagement TherearenomajorissueswithTimeManagement.ThestructureoftheTime ManagementSchemaisbasedontheapplicableemployeeAwardsacross QueenslandGovernment.Thisisaworkableapproach .Leaveaccrualgroupings weredesignedtoallowforagencyspecificprocessingandsupportsfuturerolloutto other agencies. Oueensl and Treasury SSS ProgramCommerdal- In - ConfidencePage 10 RTI Folio no. 81HR Business Solution Assessment Presence of IT LeaveroundingandthedesignofLeaveLoadingprocessingshouldbereviewedas the way itis currently done may nol suit allagencies. Cross Application Timesheet (CATS) CATSiscurrently beingused to recordtimefor job costing andhours worked.AWeb DynproCATStimesheetisgoingtobedevelopedandisalreadyintheBlueprint phase.The solution includes anAssisted Self Service design. Recommendalions Althoughthe Schema isstructuredaccordingtothe variousexisting awards,with 8of the183 existingcurrently,itmay also benecessary toaddafurtherdecision ruleatagencylevelviathePersonnelArea.Thiswillallowflexibilityifagencies interpret thesame awards slightly differently fromeach other. Theleaveaccrualsaveragedover4yearsarebasedonexistingbusiness requirementsbutmaynotsuitallagencies.Ifthisisthecase,severalselection rules willneedtobe changed.The change canbe easily achievedthoughasthe set-up of theEnterprise Structure allows forit.A review is recommended. 4.1.7Security Theteamresponsibleforsecurityiswellmanagedandstructuredtocaterfornew agenciescomingonboard.Processesarealreadyinplaceforsmoothtransitioning intoa SharedService environment. Aninitiativetochangefromuserbasedsecuritytopositionbasedsecurityhas alreadystartedandshouldcontinueasuserbasedsecuritywouldbecomean enormousmaintenanceeffortforasystemwhichwilleventuallyhost200.000 employees. Recommendalions The implementation of positionbased security isstrongly supported. 4.1.8Technical Architecture Basedontheinformationprovidedbythemaintenanceteam,itcanisclearthatthe current systemlandscape isadequately resourcedto facilitate therequirements of the existing agencies. Recommendations Althoughthesystemis adequateforthecurrentlive environment,areviewneeds tobeconductedtoassestheallocatedresourcesfortheremainingagenciesto ensurethatacceptablesystemperformancelevelsareachievedasadditional agencies come on board. Networkperformancetestingishighlyrecommendedtosimulatetotalenduser bandwidthutilisationfromafront-endand back-endperspective.Thiswillensure the responsiveness of the network isadequately sizedtomeet alluser and server bandwidthrequirements.Itisunderstood thatthisisanagency responsibility. but if itis no\ managed. theimpact onthe project ishuge. Queensland Treasury - SSS ProgramCommercial - In - ConfidencePaget1 RTI Folio no. 82HR BtJslnoss SoIU1IonAssessmentPresence of IT OndemandhardwareallocationwillworkaslongasIherequirementsforthe upcomingagenciesareassessedwellinadvanceandincludeperformanceand volume!stress based testing. 4.1.9Production Support and Build Environment The build and support environments includes two Development environments.Oneis Productionsupport(CEJ)foragenciesthatareliveandtheotherisutilisedfor continuous build and rollout tothe remainingagencies (CEO). Withstrictprocessesandcontrolsinplacetoensurethat changesthataremadein CEJ(live development client)arebeing replicatedinCEO (builddevelopment client). the strategy for build and support isadequate for futuresingle and multiple rollouts. WedohoweversuggestthatSSSconsideraOneDevelopmentenvironment.The branchingoffoftheSchemasonagencylevelwillmakethismanageablewithless riskinvolvedthanatwodevelopmentenvironment.Thiswillalsosupportmultiple agency build and testing. Queensland Treasury - SSS ProgramCommercial In - ConfidencePage12 RTI Folio no. 83; HABusinessSolution AssessmentPresence of IT 5DElAILEDASSESSMENT PresenceofITispleasedtopresentSSSwiththedetailedfindingsfromtheTrue PositioningAssessment conductedbetween16 July and11August 2007. 5.1ENTERPRISE STRUCTURE 5.1.1Overview TheSSSSAPPayrollisa centralisedsharedfunctionthatwilleventually servicethe paymentsofapproximately200,000employeesthroughoutQueensland.Thereare 183uniqueawards,actsandagreementswhichwillhavetobecateredforinthe Standard Offering. 5.1.2Findings ThefollowingtablesummarisestheEnterpriseStructureoftheSAPHR/Payroll system.TheEnterpriseStructureislogicallydefinedandsupportsfuturerolloutto futureagencies. ComponentNumberComments Company codes26+Each Company code is requiredtodelineate financialreporti ng. Therearecurrently29companycodescreatedinthe developmentsystemandthiswillmostlikelyexpandaseach agency moves on to the woG system. Employee22Used todelineate generalemployment typesof employees e.g. GroupsCasual,FTPermanent,PTPermanent, Shift,External , Trainee etc. AcustomfeatureYEMPGhasbeendevelopedtocategorise EmployeeGroupsintoabroadergroupingofeitherFT (Fulltime) , PT(PartTime)CA(Casual)orEX(External)sothat any customprogram canusethis groupingifrequired. Employee Subgroups 15+Usedtofurtherdelineatetypesofemployeesintoaward/ Industrial conditions for therelevant positions. Payroll Areas3All employees are paidvia two fortnightly pay cycles PI- Pay Advance P2 Pay inArrears ZZ - NonAccountingforPayroll PersonnelAreas21+Usedtodelineate anemployee's agency Therearecurrently 21PersonnelAreasandthiswillincreaseif morecompany codesarerequired. Thefirst2 charactersof thePersonnelAreafieldwillrepresent theDepartmentasperthewoGagency/SSPidentifierlist. Thelast 2 characterswillincreaseby1 ifmore company codes arerequired. Work Contract2+Used tofurther breakdown the Employee Sub Group toidentify employee conditions andentitlements Queensland Treasury- SSS ProgramCommercial- in- ConfidencePage13 RTI Folio no. 84HRBusinessSolution AssessmentPresence of IT 5.1.3Comments Employee Group andSubgroup categories arelogicalandshouldbe retainedas they allow a practical way of branchingoff withinthe timeandPayroll Schemas to the variousgroups of employeesbasedonemployment typeandaward/industrial instrument. TheuseofonlytwoPayrollAreashasbeenidentifiedasa requirementtoallow concurrent employment tobe usedasemployees need tobeonthesamePayroll frequency.The use of the twoPayroll Areasisefficient and should continue. ThePersonnelAreaandSubAreaGroupingsarelogicalandshouldbeableto cater forallagencies withinthew-o-Ggoing forward. Theworkcontractfieldshouldbeusedtofurtherbreakdowngroupsof employeesbasedonconditions andentitlementsasrequired. TheEnterpriseStructureasawholeshouldadequatelysupportsstandardHR andPayrollreporting. 5.1.4Recommendations Provisionshouldbemade toremployeessecondedinto oroutofagencies interms of Employee Grouping. Queensland Treasury - SSS ProgramCommerdal - In - ConfidencePage14 RTI Folio no. 85: HRBusinessSolution AssessmentPresence of IT 5.2PERSONNel ADMINISTRATION (PAJ 5.2.1Overview ThewoGsolutionusesbothstancardanccustominfotypes.SpecificHRPS infotypesareusedtocaptureinformationspecifictopublicsectororganisations. w-o-GisonlyusingtheHigherdutiesinformationinthisarea.Thesecustom developmentsarenecessaryasSAPstandardfunctionalitydoesnotadequately support the businessprocesses. PAprocessesarewelldefinedandthereisverylittleredundancyinthecurrent configurationofthePAmodulewithinthesystem.Tocater fornoncomputerusers, manualprocesseswhichreplicatetheSAPfunctionalityhavebeenput inplace(i.e. manualforms) .WhereSAPfunctionalityhasbeenlostduetoConcurrent Employmentbeingactivated.SAPstandardfunctionalityhasbeenreconfiguredto meetbusiness requirements. WhilethePAconfigurationisgood.thereisa developmentrelatingtorenamingall infotypeswhichadeslittlevalue.Althoughitissmall.reworkwillberequiredafter upgrades orSAP support packs areapplied. 5.2.2Findings 5.2.2. 1 Infotypes 0001Organisation AssignmentThisInfotype has beenenhanced because thestandard fieldsdonotprovideenoughinformationforpay points. Fulladdress wasrequirec. 0002PersonalDataInlotypehasbeenenhancedtoincludeverification details. 0003 0006Addresses 0011External Transfers 0014Recurring Payments & Deductions 0015Additional Payments 0019Monitoring ofDates Infotypehasbeenenhancedbecauseadditioncontact numbers whererequired. Usedtodrive workflow. include SARASfields Queensland Treasury SSS ProgramCommercial- in- ConfidencePage15 RTI Folio no. 86HRBusinessSolution AssessmentPresence of IT 0227TaxFileNumber 0302AdditionalActions 0509Higher Duty Allowance (renamedHigher Duties) 0655ESS Settings:Remuneration statement EndPoint Australia 0709PersonID 0712Main Personnel Assignment 081 7Income Tax Withholding Variation 0849PaymentSummary Aus tralia 0850 E l i g i ~ eTerminationPayment -AU 0701 Infotypehasbeen renamed.Needtobecheckedafter the applications of Support PacksandUpgrades. Subtypes0001 ,0010(alsousedtodistributepayslip viaemail),9000,9001(Legacyemployeenumber, AccesstoPortalYorN- willtheemployeehave access toa Portalor not) . Infotypehasbeenrenamed.Needtobecheckedafter the applicat ionsofSupport Packs andUpgrades. User exitonhiretocreaterecordforESSusers"donot prinr checked. System generated number. 2010'EmployeeRemunerationInfo 2012Time TransferSpecifications 2013Quota Corrections 0416Time Quota Compensation 9000EqualEmployment Opportunity Fieldsrequiredforlegislativereporting.Requiredfor MOHRI(approx.80datafieldssomeofwhichare these).StandardinfotypedidnotmeetMOHRI 9001SubstantivePositionCustom relationship ASUBinOM.Allows user toselect thesubstantive positionnumber. Queensland Treasury - SSS ProgramCommercial- in - ConlidencePaget6 RTI Folio no. 87HR BustnessSolution AssessmentPresence of IT Government solutiondoesnotmeetrequirements. LWOPExclusionPeriee 9008Reimbursements - Work Cover 9009VarianceNotificationsWorkCover 9010CustomSARAS AttributesIncorporatedintotheeducationinfotype 0022 (Educ) Therehavebeensomeinfotypeenhancementswhichaddfunctionalitybutthevalue whichitaddshastobeproved.(I.e.fulladdressforpaypointoninfotype0001, renamingofinfotypes). 5.2.2.2 Actions Thew-o-Gsolutionhas13actions.Sixareavailableonthestandardactionsmenu andfourareavailableontheMiniMastermenu.Theremainingactionsrelateto conversion.TherearenocurrentissuesrelatingtoPAactions.Theuseofaction modifiersresultsinareducednumberofactions.Thisreducedlistprovidesa clear directiononwhichactionistobeusedforwhichprocess. MOHRIActionreasoncodes'havebeenconfiguredinacustomtable.Theseare usedformappingtheagencyseparationreasonstotheMOHRI,easoncodes.This tablemustbeupdatedwhenanynewseparationreasonsarecreated.Although usingacustomtableaddsanotherconfigurationstepwheneveranewseparation reasoniscreated,itdoessimplifytheprocessbylimitingtheskillsetrequiredto perlorm theupdate(no development resource wouldberequired). ThefeatureIGMOD(infogroupmodifier)hasbeenusedextensivelytoprovidethe neededflexibilityofpersonnelactions.Therearea limitednumberofactions(making processingandreportingeaSier)andIGMODhasbeenusedtodifferentiatebased uponreasoncodesandEmployee Groupings.Althoughitisnot considered likely,the structureof thefeatureenableseasy modificationwhenadditionalrequirements arise. Somestandarddynamicactionshavebeendisabled.Themovefromdynamic actionstouserexistssupportsSAP's directioninthisarea.Onedynamicactionfor EmployeeDebthasbeencreated.Asthisfunctionisnotgoingtobeusedviathe Portalandwillonly beupdated viaSAPGUItheriskofusing dynamic actionsfor this functionislow. 5.2.2.3 Concurrent EmploymentPersonnelAdministration The configurationforconcurrentemployment forpersonneladministrationisclear and complete.Astheagencywhichhasgonelivedoesnotuseconcurrentemployment noconcurrentemploymentissuesinthePersonnelAdministrationenvironmenthave Oueensrand Treasury - SSS ProgramCommercial- in - ConfidencePage 17 RTI Folio no. 88H R Business Solution Assessment Presence of IT arisen.ConcurrentemploymentfromaPersonnelAdministrationpointofviewis effective.There are however issues which are covered in the PayrollArea. 5.2.2.4 Housing report Aninterimsolutionhasbeendeveloped,tomeetHousing'sreportingneedsbefore BWisavailable.Ad'hocquerywasreviewed,butdidnotmeettherequirements (specificlayoutrequired).AdelayintheimplementationofSWmayresultinmore customreportsbeingbuilttomeettherequirements.Astheseareonlyaninterim measure they shouldbelimited andnon development alternatives sought. 5.2.2.5 Commencement 01duties TheWorkbrainsystemrequiresthatanemployeebehiredontothesysteminthe future.ToenablethisprocessaworkflowistriggeredtoremindboththePayroll processingcellandthelinemanagerthattheemployeeisduetostart.Depending uponthetinemanager's action, theemployeerecordwillbe updatedaccordingly.It isgenerallyconsideredbestpracticetohiretheemployeewhentheyhave commenoedtoreducereworkiftheemployee'sstartdateschanges.Theprocess ensuresthatanemployeeisplacedinanonPayrollAreauntilconfirmation (automatedormanual)isreceivedthattheyhavestarted.Itisconsideredthatthis lunctionality isaneffective way tosupport Workbrain. 5.2,2.6 Temporary Contract Extension Temporary contract extensionallowsamanagertoextendanenddateof a contract andupdatethesystemautomatically(unlessitisasecondment).Thisprocess reducestheworkloadontheSSPandpushesbackresponsibilityontotheline managers.Itisimportantthatatrackingreportisruntoensurethemanagersare actioning the contract extensions whererequired. 5.2.2.7 User Exi ts Userexitshavebeenusedextensively throughout thesystem.Theseuserexitswill havetobereviewedatthebeginningandendofeachagencyimplementation. Detailedtestscriptsneedtobedevelopedandeachsectionoftheuserexittested thoroughly duringtheregressiontestingphase.TheuseofuserexitswithintheHR systemisconsideredanappropriatemeanstomeetrequirementsastheyare effectiveinbothR!3andthePortal.Thestructureof theuser exitsmakeit difficult to determine whichbitof codeisbeingcalledwhen.Bygrouping allinfotypeuser exits intoeitherPSOorPAl,futuremaintenanceandmanagementofthecodewouldbe lesscomplex.Alternativelyaclearnamingstandardcanbeusedforeach implementationto make maintenanceeasier. Functionalspecifications doexistfortheuser exitsbut they arenotreferencedinthe configuration documentation. 5.2.2.8 User groups Threeusergroupshavebeencreated- oneforconversion, onefortheminimaster usersandoneforallotherHRusers.Thesegroupingsareappropriate forawo-G implementation. 5.2.2.9 Master Dala Anareaofconcernrelatestominimasterdata.Theminimasterwillonlybeused whereFinancegoeslivebeforeHR.AsthisdataismaintainedexternallytotheHR Queensland Treasury SSS ProgramCommercial - tn . ConfidencePage 18 RTI Folio no. 89HR Business Solution AssessmentPresence ot I T lunctionit is difficult tocontrolthequality.Itis planned that theminimaster data will beremoved fromtheHRsystemprior totheagencygoinglivewithHR.Creating the minimasterwillnotbeanongoingHRprocess.Inconsistenciesneedtobe highlightedandfixedquickly(workllowisassistingwithissues).Therisk01these inconsistenciesaffectingHRdata inthefutureisthereforeconsideredtobelow. Queensland Treasury - SSS ProgramCommercial - in- ConfidencePage19 RTI Folio no. 90Presence of ITHR BusinessSolutionAssessment 5.2.2.10Reporting MOHRI MOHRIreportingappearstobeanevolvingrequirement.TheOPSEchange requirementswithoutpublishingupeatesofthechanges.Thiscausesproblemswith theinterfacefromSAP.TheconfigurationtosupportMOHRIreportingis preeominatelycustomfields/infotypes.Configurationdocumentsincludeeasection whichreferencesMOHRIreportingtoensurethatifchangesoccurtomasterdata configurationtheyarereflecledintheMOHRIinterface.MOHRIreporting requirementsshouldbereviewedpriortoandaftereachagencyrollouttoidentify changes. AdHoc Query AdHocQueryisdesigneetobeusedforreportingonHRmasterdata.Itisnot designedtoperformcalculations.Therearetworolessetupfortheuseof thistool. A "CreateQueries" role(usedbya centralreporting team);andan"Execute Queries" role(usedmorewidely).Thisrolestructurewillassistinretainingacentrallistof queriesandconsistent queryresults. Interfaces (SABA, Workbraln. Travel Management System ms) Therearetwooutboundinterfaces toSaba whichare operational: Employee data Organisational data SabaisperforminganumberofHRlunctionsrelatingtoPersonnelDevelopment. TheseinterfaceswouldnotberequireditstandardSAPfunctionalitywereusedto supporttheseprocesses(functionalityincludingManagementbyObjectivesand LearningSotution). NeitherWorkbrainnortheTravelManagementSystemareoperationalatthistime andthereforehavenot beenreviewed. RecrullASP ThereiscurrentlynoautomatedinterfacebetweenSAPandRecruitASP.Thisisan areawhichshouldbeexploredasaninterfacewouldprovidebenefitsindata timeliness, accuracyandduplicationeffort. Auditreport Acustomauditreporthasbeenbuilt,whichisbaseduponthestandardSAPaudit report.Asd ~ f e r e n tSSP'ssupportdifferentagenciesthebreakdownbyagencyis necessary.Thecustomauditreportenablesagencybreakdownandiseasierto analyse.AsthatthereareanumberofSSP'ssupportingtheGovernment,auser friendly audit reportis consideree a useful development. 5.2.3Comments Actionconfigurationisgoodandwillmeet requirementsforfutureagency rollout. A largenumberofuser exitsreplacedynamicactions.ThisisalignedwithSAP's futurestrategy regardingdynamic actions.These user exitssupport bothR13and Portaloperations. Queensland Treasury - SSS ProgramCommercial in - ConfidencePage20 RTI Folio no. 91HR Business Sdulion AssessmentPresenceof IT 5.2.4Recommendations Userexitsshouldbestructuredandnamedmoreclearlytoassistwithfuture maintenance. Renamingofinfotypes addslittle valuetothe usersandwillrequirereworkwhen thesystemisupgradedorsupportpacksapplied.Standardnamesshouldbe used. A processshouldbeputinplacetoreceivenotification fromtheOPSEregarding MOHRIreportingchanges.Thecurrentprocessisveryreactiveandresultsin interface errors. Use oftheminimaster by Financeiscausing datainconsistencyissues.Asthisis aninterimprocessandworkflowisidentifyingissues,nofurthervalidations shouldbebuiltintoreducetheinconsistencies. AsfarasinterfacestoandfromSAPgoes- thestandardSAPLearningSolution oHersacomprehensivelearningproduct.LearningSolutionisintegratedwith SAPHRmaster data meaningthat thedata isonly entered onceandcan beused bymany.SabaperformsotherHRprocessincludingperformancemanagement anddevelopmentforemptoyees.SAPfunctionalitycouldbeutilizedherealso. Benefits of having these core HR functions withinSAPinclude: Single data entry point (reduceneed forinterface work) Reduced development instandard offering Continuity oflook andfeelfromanESSIMSS perspective The skillstosupport the areaswouldalsobe exclusively SAP. Althoughinvestigationof theRecruitASPsystem is not includedinthisscope,the integrationfrnterfacebetweenRecruitASP and SAPwas.No interfaceexits andit is recommendedthataninterfacebetweenthetwosystemsareexploredasthe benefits willoutweigh the buildand maintenance effort. Queensland Treasury - SSS ProgramCommercial- in- ConfidencePage21 RTI Folio no. 92 HR Business Solution AssessmentPresenceof IT 5.3ORGANISATIONMANAGEMENT 5.3.1OvervIew TheestablishmentandassociatedinformationforthewoGsolutionwillbebuilt usingtheOrganisationalStructurewithinSAP.AllOrganisationaldataiscentrally maintained bytheagency Shared ServiceProviders. ThedesignbehindtheOrganisationalStructurewillprovidea goodbasisfordriving businessprocesses.EachagencywillhavetheirOrganisationalStructurewithina singlew-o-GOrganisationalStructure.A singleorganisationunittopsthestructure. EachSharedServiceProviderwillexistwithnodirectrelationshipswiththeagency structure. Thereareanumberofcustomobjectswhichhavebeencreatedtostreamlinethe agencydataandtoallowforinterfacestoexternalsystems.TheOrganisational Structureisusedtodrivebusinessprocessesincludingsystemworkflows,however structuralauthorisationsarenotused.Noproductusedtodisplaytheextracted OrganisationalStructureinformationinagraphicalmanner.Althoughthisdoesnot featureasarequirementinthew-o-Gsolution.itisgenerallyaveryusefultoolfor managing anOrganisational Structure. 5.3.2Findings 5.3.2.1 Objecl Model Both standard andcustomobjects are used tomeet business requirements: Organisational unit (standard) WorkCentreGroup(custom)- usedtogrouptheworkcentresbyagencyfor reporting WorkCentre(standard)- usedtostoreactualaddresseswhicharerequiredfor MOHRI Domain(custom)- usedtodefine theinterface to Saba Job Grouping(custom) - used togroup Jobs by agency Job(standard) ASCO(custom) Evaluated JobDescription(custom)- used toevaluate jobs Position (standard) CostCentre (standard) Logicalreportingrelationshipsare used toreducedata maintenance in thefuture: A single" C h i e t ~positionisthe primarymanager foranOrganisationalunit. A"Reportstorelationshipwillbeallowedforthoseagenciesthatareunableto maintaina Chiefreportingstructure.Standard workflow allowsfor theReportsto relatKlnship tobepickedup first andthen theChief. Thestandard"holder"relationshiprecordsthecurrentoccupant.Acustom relationshipisusedtostore Substantiveholder oftheposition. AcustominfotypePlannedFTE"willbeusedtoreportFTEnumber.asthe systemwillallowoneormoreperson'stooccupyaposition.Plannedandactual numbersarereported,howeveronlytheactualfigureisusedincalculations.A Queensland Treasury SSS ProgramCommercial in ConfidencePage 22 RTI Folio no. 93HR BusinessSolution AssessmentPresence of IT new FTEreport has beens p e c ~ i e dforBW,ThisplannedFTEinfotype will not be usedas a calculatedfieldin thelogic. TheAuthoritiesinfotypewillstoreOrganisationalunitlevels(i.e,Department, team, etc,), Somecustomrelationshipshavebeenconfiguredtocaterforexternalinterface requirements. EEOrequirementsforpositionswillbestoredontherestrictionsinfotype.This willallow theflexibility to recordseveraldifferent typesof EEO group and reasons if required, Ad-hocreportinghasbeensetupforreporting,Thismay needtobemonitored onaregularbasistoensureconsistencyofreportsandresults. 5.3.2.2 Organisation and Staffing TheOrganisationandStaffingtransaction(PPOME)hasbeenconfiguredtodisplay therelevantsearchesandinfotypetabpagesforagencyOrganisationalobjects. StandardtabpagesareusedforOrganisationalunitsandpositions.Differentviews havebeencreatedtoviewevaluatedjobdescriptionstructureandsubstantivestaff assignmentstructure.Thereisnohigherdutiesoccupancyview.Thistransactionis used formaintainingthestructure. 5_3_2.3 Actions ThefollowingPDactionsareusedtomanage thecreationandongoingmaintenance of Organisational units andpositions: Create ASCO Create Work Centre Group CreateEvaluated JobDescription Create Domain (SABA) Create Job Group Create Work centre Create Job Create Organisationalunit CreatePosition CreateEJD(online Form Only) CreatePosition (online formonly) Thew-o-Gsolutionhaswelldefinedprocessesforusingtheseactions,Expert Maintenancetransactionsareusedforchangestosingleinfotypes.Theonline creation/changeformsforpositionsupportstheinformationtransferfromagencyto SSPinatimelymanner.InthefutureonlineformsforOrganisationalunitcreation andchangewillalsobeavailable.Configurationinthisareameetsbusiness requirements. Queensland Treasury- SSSProgramCommercial~in - ConfidencePage 23 RTI Folio no. 94HR BusinessSolution AssessmentPresence of IT 5.3.2.4 Master Data Organlsallonal obJects The followingobjectsareused : Organisationalunit - standard Jobs - standard Position- standard Person- standard Cost Objects - standard WorkCentre- standard WorkCentreGroup- customobject- usedtogroupworkcentresforeasy access byagencies. ASCOcode- Customobject- AustralianStandardClassificationofCodes (ASCO)isthenationafstandardforcfassifyingoccupations.ASCOcodes are generally usedforreportingpurposes. Evafuated JobDescriptionCustomobject - Evaluated Job Description willbe usedtorecord. thedetailsofanevaluationdoneagainstajob.Avaluation must exist before a positioniscreated. Domain - Custom object - used tostore theSabaDomain,whichis a security concept requiredforthe Saba component of thesolution. Theuseofcustomobjectsisverygoodandsupportstilebusinessprocessesmore thanadequately.Thereisa 'lot ofdatamaintainedagainst the Organisational objects. Themaintenanceofthisdatadependsupontheobject.linemanagers,HRa ~ d SharedServiceProvidersareresponsibleforthedatamaintenance.There are some automatedformsusedtoupdatethedata(manualformsalsoavailabte).Although thedatastoredmeetsthebusinessrequirements,thequalityofdatamaintained should bemonitoredregularlytoensure consistency. Oueensland Treasury- SSS ProgramCommercial- In- ConfidencePage 24 RTI Folio no. 95HR Business Solution Asses.mamPresenceofIT 5.3.2.5Inlotypes Thefollowinginfotypesaremaintained(M=mandatory,0=optional,D=display only (nochanges from defaulted value) , S=suppress) : 5.3.2.6 Relationships Anumberofcustomrelationshipshavebeencreatedtosupport the customobjects. Good useof customversusstandard relationships. 5.3.2.7 EvaluationPaths Anumberofcustomevaluationpathshavebeencreatedtoassistwiththeview customobjectsandrelationships.Theseevaluationpathsprovideusefulselection andreportingoncustomstructures. 5,3.2.8 Job Descrlpllons Jobdescriplionsarestoredonthesystem.,heprocessforinitiatingthejob descriptiondatacanbeperformedthroughMSS.Unfortunately it wasnotpossible todevelopastandardJobDescriptionformat(OPSEruledthatitwasnotpossible). Thisdata isbeingusedasthesourceforthejob descriptionsusedintheRecruitment system.Asthisisanoutwardlyfacingsystem,oonsistencyinlayout,languageand contentwouldbenefittheagencies.Thereiscurrentlynoautomatedinterface OueenslandTreasury SSS ProgramCommercial- in - ConfidencePage25 RTI Folio no. 96HR BusinessSolutionAssessmentPresence of IT betweenSAPandRecruitASP.Thiswouldbeanarea whichwouldprovidebenefits indata timeliness, accuracy and dupli cationof eHort. 5.3.2.9 OrganisationalRestructures Organisationalrestructuresoccurfromtimetotime,especiallyaroundelectiontime. AsworkflowisheavilydependentuponanaccurateOrganisationalStructure,timely andaccurateupdates of thesystemareessential.CurrentlyPPOME isbeingusedto. maintaintheOrganisationalStructure.Inthefutureacustomisedtooltoautomate thisprocessisbeinginvestigated(uploadtool).Careful attentionneeds tobepaidto any suchdevelopmentasinconsistentOrganisationaldata willresultinfutureprocess issues(i.e. incorrect workflowpaths). 5.3.2.10Reporting ProvidinganumberofstandardreportsviaMSSisausefulwaytosupporttheSSP model. Currently eight reportsare made available tomanagersthrough MSS: Position Holder Headcount Organisational Structure FTE Org Structure locations Unoccupied positions StaH assignments Establishment 5.3. 3Comments The configurationtosupport the government's Organisational Structure isclear. 5.3.4Recommendallons AnaccurateOrganisationalStructureisthekeytomanyprocessesbeing successful.ThereisaconcernaboutretainingconsistentOrganisationaldata whenmorethanoneSSP,isupdatingtheOrganisationalStructure.Havinga centralteamresponsiblefor data consistency inthisarea wouldbebeneficial. Theuseofactionstocreateobjectsshouldlimitinconsistencies. TheextentoforganisationalrestructurescanhaveadestabilisingeHectonthe OrganisationalStructureandanyassociateddataorfunctionalitywithinSAP, Le. workflow,MSS,integrationw ~ hPAdata.Timelinessofupdatingthedatais criticalinavoidingunnecessaryworkaroundsolutions,aswellasnegative perceptionsoftheaccuracy ofdatainSAP.Massupdates ,totheOrganisational Structurewillhavefarreachingramificationsifitgoeswrong.Careful consideration andplanningisrequiredwhendevel opinga customisedtoolwhich replacesupdates throughPPOME. IntegratingOrganisationalManagementwithRecruitASP(viaanoutbound intertace) would reduce double entry. Anintertace should beconsidered. Useofstructuralauthorisationswouldreducesecuritymaintenanceeffort.The decisiontoimplementpositionbasedsecurityhasalreadybeenmadeandis supported by us. Queensland Treasury - SSS ProgramCommercial - in - ConfidencePage 26 RTI Folio no. 97-------- - -- - -_. HR BusinessSolution AssessmentPresence of IT DatastoredonOrganisationalobjects shouldberegularlyreviewedtoensureits accuracy.OneexamplewouldbetohaveanoutbouneinterlacetoRecruitASP to pick up incorrect positionrelated data at the timeof advertising. 5.4ESS/MSS 5.4.1Overview Thewo GsolutionusesanumberofservicesviathePortal.Bothdisplayane maintainservices are available. 5.4.2findings Thefollowi ngservices areenabled by ESS: ServiceComments My WorlclngTimeUnplannedleavethrough the CAT2transaction.Planned Display work schedule leave throughleaverequest.Futureplanis tobuildusing Recordworkingtime Web Dynpro.Weekly view forHousing.Approvedby manager ona weekly basis (standardworkflow).SystemCreateleave request modilication to include absences intheCAT2view. CancelLeave Request Leave Balance Current issues relate to coilisions where anemployee has Enquiry entered time inboth areas.Future enhancemenllo prevent Leave Requestthis. Overview My Payments Maintaindeductions Display pay advice Higher duties Plantouse display payment summary. My Details EEO details Address details Bank Details Biographical details Customise iViews built My Establlshmenl Organisational StructureDiagram Job description OrganisationalStructureisnot a graphical representation. This functionality could beenhancedusing a tool suchas OrgPublisher or Nasika My Learning Catalogue ViewTranscripts Qualifications Linkthroughtoe-Learningapplication(Saba). Queensland Treasury SSSProgramCommercial - in . ConfidencePage V RTI Folio no. 98( Presence of IT HR Business Solution Ass.essment The lollowing services areenabled by MSS: ServiceComments Working TIme Absences and Attendance detail Team Calendar EmptoyeesAllowsa manager tochange the end date of acontract Display lorm status Will auto update the system unless it is asecondment Employee overview Was main roads functionality which needed to be replicated in the new system. Complete employee change form Current issue - authorisation were preventing the system update.The submitter' s authorisationrole was being used. Request Higher Duties That role doesn't allow system updates, untilfi x goes Temporarythroughthe updates are manual. contracUsecondment extension Est.bUshmenl Display larm status Generalposition details Evaluated job descriptiondetails Changeposition form Createposition form Request job evaluation form Use 01PCR'smaking the processof creating positionsand jobevaluations simple.Future plan tocreate/change Organisationalunits, Reporti ng Positionholder Headcount OrganisationalStructure FTE OrgStructure -locati ons Unoccupiedpositions Staff assignments Establishment Note:thereareothernon-SAPlunctlonsavailablethroughthePortalwhichhasnotbeen included above (Le. training and recruitment) . 5.4,2.1 Master Data Theservi ceslistedaboveutilise themasterdatawithSAP' sHRModule.Thereare servicesforlearninganddevelopmentandrecruitmentthatusealternativemaster data sources. 5.4.3Comments The overall configuration of ESS andMSS iseffective. Queensland Treasury - SSS PrOgramCommercial- in ConfidencePage 28 RTI Folio no. 99HR BusinessSolution Assessment Presence of IT Duetopoorcommunicationofthetimeentryprocess,collisionsareoccurring whereemployeesenterplannedandunplannedabsencesthroughtheCAT2 transaction.Future system enhancement will eliminate this issue. TherearenomanagementreportsinrelationtoTime.SpecificationsforBW reports have been created. 5.4.4Rl!(:ommendations OrganisationalStructure inaccuraciesarecausing some workflowissues.During agency golives,it iscriticaltoensurea cleanOrganisationalStructureisloaded. Alongwithsystemsecurity,theOrganisationalStructurecancausesignificant problemsatgolive.Havingateamdedicatedtoquickfixesinthisareaduring the golive period willbevery advantageous. Enhancementstostandardserviceshavebeenmadewhichwillrequiresupport. Aprocessforreviewingandtestingenhancementsposttransports/support pack/upgrade ismust be established. FutureimplementationofPaymentSummariesviaESSwillresultinlarge volumesaccessingtheportalsimultaneously.Thiscouldcauseperformance issues.Load balancingprior toimplementationshouldbe reviewedtodetermine the best way forward. Considerusingvariant drivenreportsintheinterimtoprovideusefulattendance andabsence data to managers. Queensland Treasury SSS ProgramCommercial - in - ConfidencePage 29 RTI Folio no. 100HR BusinessSolution AssessmentPresence of IT 5.5PAYROLL 5.5.1Overview SSS uses the SAPECC5solution for Payroll with ConcurrentEmployment as this is a mandatoryrequirement.ItshouldbenotedthattheSSSoHeringisanSAPpilotsite fortheConcurrentEmploymentsolutioninAustralia.Thew-o-Gsolutionisbasedon using2PayrollAreas, oneforpayment ,inadvancetheother forpaymentinarrears. FortheConcurrentsolutiontoworkemployeesmustbepaidforallpositionsinone PayrollAreaonlyandthismaybealimitationinsomeagencies.Whilstthe DepartmentofHousingisapilotsitefortheStandardOtfer,theECC5solution integratestoa4.6cFI/COsolution.Theintegrationthatwillberolledouttoother agencies,hasyet tobeproven , 5.5.2Findings 5.5.2.1PayrollSchema TheConcurrentPayrollSchemawasexaminedinviewtoascertainthelevelof variationfromthestandardConcurrentSchemaOOOC(lOOCisused).Itwasnoted thatalargenumberofcustomised(nonstandard)changeshadbeenimplemented sincetheoriginalgolive.Most ofthese changes,however,havesincebeenremoved toreturnthePayrollSchematoa mostlystandardposition(therearea largenumber ofdisabled"l"customerrulesintheSchema) .Afewnon-standardoperations (commandsusedinPayrollrules)remaintohandlespecificOLDGovernment conditions that arenot covered bythe standard solution . ThePayrollSchemawasdesignedaroundtheHousingagencywhichincorporated standardoHeringconfiguration.Withnewagenciesbeingboughtontothesystem there willbea requirement tobranch oHfrom the standard offering configuration. The structure of theSchema inits current state has no decisions rulestobranchoff at the agency level. Some key rules are thatmay require decision rules will be: l010 - Create evaluation basis l13A - Load modifiers lMOD - Determine Payroll modifiers lPPF - Factoringtonamea few It wasnotedthatwagetypeshavebeenhardcodedinsomeSSScustomisedrules, whichwouldbecome problematic, especially with futurerollouts. 5.5.2.2 SeparaUons TheSSSsystemutilizesautomatedterminationsandredundanciesfunctionalitywith customisationintheEligibleTerminationPaymentsareaduetoPriorServiceand payment ofPublic Holidays calculations. Areasofcustomisation Prior Service - infotype9003.Thisinfotype storesa SeveranceCalculationDate Typeoninfotype 0041. OutstandingDebts - Warningmessageifa validinfotype 0045exists- generated onSimulationintheTerminationLog.AnewButton'EmployeeDetails'togive accesstoinfotype0045- UponupdatetheTerminationOrganiserwillgenerate anerrormessageandterminateprocessingifaninfotype0045 stillexists. Public Holiday LeaveProjection. Queensland Treasury - SSS ProgramCommercial - in - ConfidencePage 30 RTI Folio no. 101HR Business Solution AssessmentPresence of IT LSLbalances transferredto diHerent quotas. The changing of standardSAPscreens andprograms couldposefuturerisks. 5.5.2.3 Higher duties TheHRPSHigherDutyAllowanceInfotype0509isutilised.ThisstandardSAP functionisfullyintegratedwithOrganisationalmanagementandPayroll.This infotypehasbeenmodifiedtomeetQueenslandw-o-Grequirements(specificallyto hideNominalpositiondetailsandincludelocalityallowance).Thesemodifications may need to bereapplied when Support Packs and upgrades occur. CreationofanIT0509recordinvolvestheprocessingofanactiontoensurethatall necessaryinfotypesareupdated.ProcessingofthisactionfromESS/MSSis initiated bymeans of a PCR. StandardSAPwagetypes/3Hlto/3H3havebeenmodifiedandthisisariskwhen SupportPacks andupgradesoccur. ProcessingClass 89has hadnew specificationsof3 and4added,posinga potential risk when Support Packs andupgrades occur. StandardHRPS sub-SchemaAUHCisnotusedfortheprocessingofHigherDuties paymentsinPayroll.Insteadsub-SchemaZHDAisused.Thiscallscustomer functionYHDUTinstead of functionAUHDA.Furthermore, a modified versionofrule AUHDisused.Itisappreciatedthatthesechangeshavebeenmadebecausethe standardHRPS solutiondoesnot meet the w-o-G requirements . DocumentEl.3.1HigherDutiesstatesthat"Thesolutionmustprompttheuserto increasethehigherdutiesbasepayofanemployeeifthehigherdutiesbasepay doesexceedthesubstantivebasepay"- thisdoesnotappeartobehappening althoughthe employee is paid at thesubstantive pay if theHigher Duties rateisless. 5.5.2.4 Supenmnuatlon SuperannuationhasonlybeenconfiguredforQueenslandStateSuperwithno allowancesmadefor'ChoiceofFund'byemployees.Toolsareavaitableifthis functionality isrequiredin thefuture . 5.5.2.5 Prior Service Priorservicehistoryisheldinacustomizedinfotype9003asa"CombinedPublic Sector" periodof time.Thisintotype thenupdates thefollowinginfotypes onsaving 9004 - LWOP Exclusion Periods 9005 LSL Takings/Payments and 9002 Increment Adjustment 9003 Contains Tabs that link the other infotypes for ease of viewing Thesolutionisa customsolutionthatusesanovernightprogramtoupdatespecific datetypesinIT0041(DateSpecifi cations) based onthedata enteredinto the custom info types.Asthesedevelopmentsareinthecustomernamerangetheyshouldbe unaHected bySupport pack or Upgrade changes. Oueensland Treasury- SSS ProgramCommercial- in- ConfidencePage 31 RTI Folio no. 102HR BusinessSolution Assessment Presence of IT 5.5.2.6