hrms project plan final

HRMS IMPLEMENTATION PROJECT

February 2010

PROJECT PLAN

Project Plan

Authors:

This document was prepared by:

J. Richard Fox, Project ManagerDeloitte Consulting LLP901 East Byrd Street Ste 820Richmond, [email protected](804) 677.8160

Valerie Adkins, Project ManagerVirginia Community College SystemMonroe BuildingRichmond, [email protected](804) 819.4992

Revision History:

DateDocument

VersionDocument Revision Description Document Author

1.0 Initial version Valerie Adkins, Richard Fox

Approvals:

Approval Date

Approved Version

Approver Name Signature

Project Sponsor for HRMS Steering Committee

Approval Comments

If there are comments regarding this document, please list those below:

Issue #Date

EnteredSection Affected

Comment

mailto:[email protected]


Project Plan

TABLE OF CONTENTS

1. CONTACTS 1

2. BUSINESS PROBLEM 1

3. ASSUMPTIONS 2

4. PROJECT DESCRIPTION 2

5. PROJECT SCOPE 3

6. MEASURES OF SUCCESS – PERFORMANCE PLAN SUMMARY5

7. CRITICAL MILESTONES 8

8. BUDGET PLAN SUMMARY 9

9. PROCUREMENT PLAN 11

10. RISK PLANNING 11

11. APPENDICES 14

A. Procurement Plan 14

B. Risk Management Plan 14

C. Project Change and Configuration Management Plan 14

D. Quality Management Plan 14

E. Financial Management Plan 14

F. Communication Plan 14

G. Performance Plan 14

H. Work Breakdown Structure/Project Schedule 14

I. Resource Plan 14

Project Plan

1. CONTACTS

Points of Contact

Position Title /Name/Organization Phone E-mail

Project Sponsor Karen Petersen, Executive Vice Chancellor

(804) 819-4910 [email protected]

Program Manager Scott McCombe, PMP, Lead IT Program Manager


Project Manager Valerie Adkins, PMP, MIT, IT Project Manager


Proponent Cabinet Secretariat

Dr. Gerald Robinson, Secretary of Education, Virginia


Proponent Agency Head

Dr. Glenn DuBois, Chancellor Virginia Community College System


Customer (User) Representative

Dr. Christopher Lee, SPHR, Associate Vice Chancellor


Customer (User) Representative

Donna M. VanCleave, Vice Chancellor for Administrative Services

(804)819-4695 [email protected]

Other Dr. Joy Hatch, Vice Chancellor of Information Technology Services


Contractor Information

Position Name Phone E-mail

Principal Ray ZasoEric Friedman

(609) 206-2924(216) 978-5420

[email protected]@deloitte.com

Account Manager Don Parr (804) 514.8244 [email protected]

Project Manager Richard Fox (804) 677-8160 [email protected]

Technical Lead Tom Huber (818) 929-0731 [email protected]

Functional Lead Eudora Jacobs (703) 725-7265 [email protected]

2. BUSINESS PROBLEM

The functionality of the current HR and Benefits systems, while operational, is limited in its ability to provide valuable data to the VCCS HR offices. The system is transaction based and is developed in a UNISYS programming language and is difficult to customize and has limited support resources. Due to the age of the system, higher-education business processes are difficult to conduct and basic HR and Payroll tasks are labor intensive. Many colleges store only the full-time faculty and classified employee information in the PMIS system. To account for this

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Project Plan

limitation, the colleges have created varying, alternative methods for capturing information for the adjunct faculty, which constitute over 50 percent of the VCCS workforce. The VCCS HR functions are also outdated and users cannot utilize the common tools in the HR industry, such as self-service, HR metrics, ad-hoc reporting, and enterprise applications, which limits the expansion of functionality necessary to remain competitive in the higher education market and to meet VCCS educational and public service missions. To address these problems, VCCS plans to implement a proven commercial solution for human resource management. The proposed system will provide self-service access and business process support to students, faculty, and staff and improve workflow for major human resource functions performed throughout the VCCS colleges and System Office. The enhanced interoperability provided by the implementation of the human resource system with other VCCS internal and external application systems will provide additional benefits from information sharing, elimination of redundant data entry, and business process improvement.

The Oracle/PeopleSoft application offers these capabilities with a product that was designed specifically for the Higher Education industry. The capabilities of the Oracle/PeopleSoft human resource modules will support reengineering efforts and business process improvements. The reduction in labor-intensive basic HR and Payroll tasks and higher education business processing will result in significant cost savings for the 23 colleges and the System Office represented in this project.

3. ASSUMPTIONS

This project assumes that:

VCCS (VCCS System Office and the 23 colleges) are willing to implement the best practices built into the software

The scope will be managed through a formal change control process

Project accomplishments will be acknowledged by all levels of the VCCS

Executive support will continue throughout the life of the project

There will be sufficient availability of skilled VCCS resources

The project sponsors and project management will commit to making timely decisions

Project participants are knowledgeable of their roles and responsibilities

The project team is empowered to make business process decisions

Key Assumptions

Time Line Overview

Start date 5/7/09

Go Live 1/31/11

26 month phase duration: beginning 5/7/09 and ending 6/30/11

1 month mandatory and 2 months optional Post Implementation Support

30 to 90 days post-implementation support: beginning 2/1/11 and ending (2/28/11, 3/31/11, or 4/30/ 2011) depending on the needs of the project at that time

Closeout 6/30/11

Deloitte Consulting will be responsible for providing training delivery resources.

VCCS will provide functional resources to assist with the design and testing of the system as needed.

4. PROJECT DESCRIPTION

Develop and implement the Human Resource modules of the Oracle/PeopleSoft Human Resource Management System/Campus Solutions (HRMS/CS) application to facilitate human resource management at the VCCS System

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Project Plan

Office and twenty-three colleges. The development and implementation of the Human Resources Management System (HRMS) are to include the integration with the current VCCS Student Information System (SIS) in a shared database. The VCCS development and implementation of the new HRMS are to be a combined effort enlisting external consulting services of Deloitte Consulting and existing VCCS staff.

See SOW Document (Emailed separately to [email protected] (George Williams and Chris Hinkle) – HRMSSOWFinal.doc).

5. PROJECT SCOPE

The scope of the HRMS project is the implementation of the Oracle/PeopleSoft Human Resources modules which includes Absence Management, Time and Labor, Payroll for North America or Payroll Interface, Benefits Administration, Base Benefits, Human Resources, Query, Crystal, Self Service (eProfile, eProfile Manager Desktop, Absence Management, and eDevelopment), Data Conversion, and interfaces to CIPPS, BES, and PMIS. The HRMS system is being integrated with the existing Student Information System (SIS) using a shared database environment. The project scope includes all phases of the project life-cycle. The specific life-cycle methodology to be employed will include Fit/Gap analysis, design, development, testing, training, and quality assurance reviews. The implementation includes the analysis, design, development and implementation of interfaces to the Commonwealth of Virginia systems Personnel Management Information System (PMIS), Benefits Eligibility System (BES), and Commonwealth Integrated Payroll Personnel System (CIPPS).

The implementation of the HRMS system is to facilitate human resource management at the VCCS System Office and twenty-three colleges. The system will provide self-service access and business process support to students, faculty, and staff, and improve workflow for major human resources functions performed by all VCCS colleges and the System Office. The enhanced interoperability with other VCCS internal and external application systems will provide additional benefits from information sharing, elimination of redundant data entry, and business process improvement. The goal for HRMS Project is to implement a unified personnel database to manage HR functions including position management; improve the efficiency of HR transactions and the interfaces with multiple state systems; in addition, to implement policy improvements, best business practices and improved compliance reviews.

Oracle/PeopleSoft Modules and HR Interfaces

HR Modules & Tools

Absence Management

Time and Labor

Payroll for North America or Payroll Interface

Base Benefits

Benefits Administration

Human Resources

Query, Crystal

Self-Service Modules

o eProfile

o eProfile Manager Desktop

o Absence Management

o eDevelopment

HR Interface/Functional Requirements

o Oracle/PeopleSoft delivered Interfaces:

Human Resources Module Benefits Administration Module Payroll for North America or Payroll Interface (as noted above) Absence Management Module Time and Labor Module

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Project Plan

Campus Community Module o New Interfaces

VCCS HRMS (payroll module) with CIPPS (Department of Accounts (DOA)) VCCS HRMS (Human Resources module) with PMIS (Department of Human Resource

Management (DHRM)) VCCS HRMS (Benefits Administration module) with BES (Department of Human Resource

Management (DHRM))

Preliminary Scope and Supported Business Processes

All Business Processes Supported

o Initial design

o Population of values

o Maintenance processes

o Mapping between PMIS/CIPPS/BES and HRMS

o Mapping between CIPPS to FBMC and HRMS

Business Processes Supported and Automated of Processing

o Address Change

o Adjunct to Full Time

o Family Status Change

o Leave Accrual

o Leave Without Pay

o Long Term Disability

o Name Change

o New Hire

o Part Time to Full Time

o Pay Rate Chg

o Retirement – ORP

o Retirement – VRS

o Return from Leave

o Short Term Disability

o Termination-9 month

o Termination-Adjunct

o Termination-Classified & 12 month

o Termination – P14

o Time Reporting

o Worker's Comp

Reporting

o Replacement of necessary existing Human Resources reports.

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Project Plan

6. MEASURES OF SUCCESS – PERFORMANCE PLAN SUMMARY

See Appendix G for complete details.

Objective (1):

Successful Project Scope Management Progress

Performance Goal:

Project will make appropriate progress to evaluate changes requests as to fit within scope or outside of scope boundaries against the approved scope baselines throughout its life cycle.

Methodology:

1. Status reports submitted to ProSight are completed in a timely manner, as defined by the Commonwealth Project Management Standard and ProSight instructions and provide detailed information that allows the Commonwealth Project Management Division with adequate information to assess the progress and status of the project.

2. Monthly meetings of the Internal Agency Oversight Committee are conducted as required by the Commonwealth Project Management Standard and provide members with timely information for guidance and decisions.

3. Project formal change control board will meet as required to review, evaluate, approve, delay, or reject changes to the project with all decisions and recommendation included in the projects official record.

4. Project scope will be monitored and the project management plan will be updated only with approve changes requests resulting from the project scope definition process and the change control process. Change requests will be elevated to the project management team and will be processed through the formal change control process. Project changes requests will be evaluated as to fit within scope or outside of scope boundaries. Changes requests that are deemed to be out of scope will not be approved. If an approved change request exceeds a 10% variance of the established scope baselines it will be analyzed and if required re-baselining requests will be submitted as soon as a potential breach of baseline is verified.

5. Semi-monthly meetings of the Project Management Team are conducted to provide members with timely information for guidance and decisions.

Objective (2):

Successful Project Schedule Progress

Performance Goal:

Project will make appropriate progress against the schedule baselines throughout its life cycle.

Methodology:

1. Monthly status reports submitted to ProSight are completed in a timely manner, as defined by the Commonwealth Project Management Standard and ProSight instructions and provide detailed information that allows the Commonwealth Project Management Division with adequate information to assess the progress and status of the project.


3. Project schedules will be reviewed, evaluated, and updated monthly against planned schedules and variances greater than 10% of monthly projection will be elevated the project management team. Project schedules that exceed a 10% variance of their established baselines will be analyzed and if required re-baselining requests will be submitted as soon as a potential breach of baseline is verified.


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Project Plan

Objective (3):

Successful Project Costs Progress

Performance Goal:

Project will make appropriate progress against the managed costs baselines throughout its life cycle.

Methodology:

1. Monthly status reports submitted to ProSight are completed in a timely manner, as defined by the Commonwealth Project Management Standard and ProSight instructions and provide detailed information that allows the Commonwealth Project Management Division with adequate information to assess the progress and status of the project.


3. Project costs will be reviewed, evaluated, and updated monthly against planned costs, and variances greater than 10% of monthly projection will be elevated the project management team. Project costs that exceed a 10% variance over their established baselines will be analyzed and if required re-baselining requests will be submitted as soon as a potential breach of baseline is verified.


Objective (4):

Successful Project Risk Management

Performance Goal:

Project will make appropriate progress against the management of risks and the enactment of contingency plans to minimize and mitigate both known and unknown if identified throughout its life cycle.

Methodology:

1. Monthly status reports submitted to ProSight are completed in a timely manner, as defined by the Commonwealth Project Management Standard and ProSight instructions and provide detailed information that allows the Commonwealth Project Management Division with adequate information to assess the status of the project with respect to the VCCS monitoring and control of risks and the management of risks to enact contingency plans to minimize and mitigate both known and unknown if identified were to become a reality.


3. Project risks both known and unknown if identified will be reviewed and updated according as to each risk‘s probability of occurrence and impact as identified in the risk management plan. Project risks that require contingency management and exceed a risk’s established tolerance level will be analyzed and if required contingency measures will be implement as soon as a potential breach of risk tolerance level is verified.


Objective (5):

Successful Project Quality Management and Successful Independent Verification and Validation (IV & V) Sessions and Reports Progress.

Performance Goal:

Project will make appropriate progress against the quality of specific results, project milestones, and deliverables and the enactment of corrective action to include continuous improvement to make certain the project achieves its goals overall as identified throughout its

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Project Plan

Objective (5):

Successful Project Quality Management and Successful Independent Verification and Validation (IV & V) Sessions and Reports Progress.

quality management lifecycle.

Methodology:

1. Monthly status reports submitted to ProSight are completed in a timely manner, as defined by the Commonwealth Project Management Standard and ProSight instructions and provide detailed information that allows the Commonwealth Project Management Division with adequate information to assess the status of the project with respect to the VCCS monitoring and control of risks and the management of risks to enact contingency plans to minimize and mitigate both known and unknown if identified were to become a reality.


3. Project quality requirements as defined in the quality management plan will be monitored, reviewed and updated accordingly as to each specific results, project milestone and deliverables in order to determine achievement of the overall project goals and to include continuous improvement. If specific project results do not comply with relevant project quality standards identified way to eliminate the unsatisfactory performance results will be implemented as soon as a potential breach of the quality tolerance level is verified.

4. Project will ensure that IV&V reviews are scheduled and conducted periodically by an entity external to project organization. The IV&V entity informs the project management team of the results of IV&V reviews and the recommendations for quality improvement. Project will make appropriate progress against the quality of specific results, project milestones, and deliverables and the enactment of corrective action to include continuous improvement to make certain the project achieves its goals overall as identified throughout its quality management life cycle.


Objective (6):

Improve the effectiveness and efficiency of current Labor-Intensive Basic HR and Payroll Tasks management of performing the processing of new employee

hire operations through the use of automated data processing and services.Performance Goal:

HRMS will reduce the time required by SO and College HR and Payroll staff to perform processing of new hires by 60 percent per year. This workload reduction affords staff more time to perform additional tasks while also improving staffing efficiency.

Methodology: Time studies and surveys with SO and College HR and Payroll staff will measure any change in processing of new hires transaction time. The results will be compared to the results of the baseline analysis.

Objective (7):

Improve the effectiveness and efficiency of current Labor-Intensive Basic HR and Payroll Tasks management of performing the processing of employee time

sheet operations through the use of automated data processing and services.Performance Goal:

HRMS will reduce the time required by SO and College HR and Payroll staff to perform processing of employee time sheets by 80 percent for 26 pay periods. This workload reduction affords staff more time to perform additional tasks while also improving staffing efficiency.

Methodology: Time studies and surveys with SO and College HR and Payroll staff will measure any change in processing of employee time sheets transaction time. The results will be compared to the results of the baseline analysis.

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Project Plan

Objective (8):

Improve the effectiveness and efficiency of current Labor-Intensive Basic HR and Payroll Tasks management of performing the processing of employee leave reporting operations through the use of automated data processing and services.

Performance Goal:

HRMS will reduce the time required by SO and College HR and Payroll staff to perform processing of employee leave reporting by 90 percent per year. This workload reduction affords staff more time to perform additional tasks while also improving staffing efficiency.

Methodology: Time studies and surveys with SO and College HR and Payroll staff will measure any change in processing of employee leave reporting transaction time. The results will be compared to the results of the baseline analysis.

Objective (9):

Improve the effectiveness and efficiency of current Labor-Intensive Basic HR and Payroll Tasks management of performing the HR Reporting processing

operations through the use of automated data processing and services.Performance Goal:

HRMS will reduce the time required by SO and College HR and Payroll staff to perform processing of HR Reporting processing time by 50 percent per year. This workload reduction affords staff more time to perform additional tasks while also improving staffing efficiency.

Methodology: Time studies and surveys with SO and College HR and Payroll staff will measure any change in processing of HR Reporting processing time. The results will be compared to the results of the baseline analysis.

7. CRITICAL MILESTONES

See Appendix H for complete details.

Milestone Planned Start Date Planned Completion Date

Begin HRMS Implementation Project May 7, 2009 Jul 29, 2011

Obtain Project Developmental Approval May 7, 2009 Aug 31, 2009

Award Service Contract Jul 29, 2009 Sep 17, 2009

Plan & Design Sep 21, 2009 Jun 8, 2010

Build & Unit Test Jun 9, 2010 Jan 7, 2011

System & Integration Test Aug 3, 2010 Dec 6, 2010

User Acceptance Testing & Training Jan 7, 2011 Feb 14, 2011

Training Jun 7, 2010 Apr 21, 2011

Go-Live Mar 17, 2011 Mar 21, 2011

Post Implementation Support Mar 22, 2011 Jun 24, 2011

Close HRMS Implementation Project Mar 22, 2011 Jul 29, 2011

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Project Plan

8. BUDGET PLAN SUMMARY

See Appendix E for complete details.

FY 2006 FY 2007 FY 2008 FY 2009 FY 2010

Internal Staff Labor

1,329,600.00

Services 3,633,213.75

Software Tools 201,000.00

Hardware 250,000.00

Maintenance 10,000.00

Facilities 3,000.00

Telecommunications

Training

IV&V 5,000.00

Contingency (Risk)

175,000.00

Other 1

Other 2

Total

5,606,813.75

FY 2011 FY 2012 FY 2013 FY 2014 Total


997,200.00 2,326,800.00

Services 4,220,584.24 7,853,797.99

Software Tools 36,500.00 237,500.00

Hardware 0.00 250,000.00

Maintenance 10,000.00 20,000.00

Facilities 0.00 3,000.00

Telecommunications

Training

IV&V 10,000.00 15,000.00

Contingency (Risk)

175,000.00 350,000.00

Other 1

Other 2

Total

5,449,284.24 11,056,097.99

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Project Plan

FY 2015 FY 2016 FY 2017 FY 2018 Total


2,326,800.00

Services 7,853,797.99

Software Tools 237,500.00

Hardware 250,000.00

Maintenance 20,000.00

Facilities 3,000.00

Telecommunications

Training

IV&V 15,000.00

Contingency (Risk)

350,000.00

Other 1

Other 2

Total

11,056,097.99

FY 2006 FY 2007 FY 2008 FY 2009 FY 2010

General Fund 5,606,813.75

Non-General Fund

Federal

Total

5,606,813.75

FY 2011 FY 2012 FY 2013 FY 2014


Non-General Fund

Federal

Total

5,449,284.25

FY 2015 FY 2016 FY 2017 FY 2018 Total


Non-General Fund

Federal

Total

11,056,098.00

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Project Plan

9. PROCUREMENT PLAN

See Appendix A for complete details.

10. RISK PLANNING

See Appendix B for complete details.

Risk Management – Analysis – Top 5

Risk Number

Risk Name Probability of Occurrence (%) (Note 1)

Impact Level

(Note 2)

Impact Description Time Frame

(Note 3)1 Lack of ability to

interface FULLY with external agency systems. The extent to which the HRMS system can interface with BES, PMIS, and CIPPS directly impacts how the system will be designed.

High 5 Unable to complete integration mapping activities with BES, PMIS, CIPPS due lack of information required for design decisions Unable to gain or delays in gaining access to PMIS, BES, or CIPPS external test systems as required to determine how current systems are design Questions and information requests not provided or not in a timely manner by HRMS, DOA, or VITA resources that impact design decisions Full integration with external systems not achieved due to non-involvement of HRMS, DOA, or VITA resources required to develop/update interface design required for integration

2009- 4nd qtr thru 2010 - 2nd qtr

2 SIS/HR shared instance - previous design decisions, ability to isolate HR data from student access, security definitions, etc.

High 5 Combining SIS and HRMS could cause major changes to the existing SIS functionality Impact to existing SIS systems management procedures Possible need to implement a separate HRMS system


3 Definition of design for Payroll/ HR/Ben/T&L/Absence vs. central systems (PMIS, BES, CIPPS). This includes 'system of record‘ decisions.

High 5 Delays in solidifying overall design vision Changes to design decisions occur as more details are defined


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Project Plan

Risk Number

Risk Name Probability of Occurrence (%) (Note 1)

Impact Level

(Note 2)

Impact Description Time Frame

(Note 3)4 Project Team training

- delayed or reduced - The project team members must have timely PS training to effectively participate in the project.

High 5 Not able to schedule and get project team members trained in a timely manner Administrative work overload result of class rescheduling activities Impedes project team members input into the system design process Cause schedule changes to other project related activities


5 Lack of availability of VCCS resources (SO & college leads, HUIT, & college SME's) due to part time roles, skill set, or geographic differences.

High 5 Lack continuity of design comprehension results in less VCCS input and ownership of design decisions Schedule impacted by the rehashing of design workshop decisions Impact of major changes in design later in project which results in rework and schedule slippage Result in loss of knowledge transfer to VCCS Results in a system that is not thoroughly tested


Risk Management – Response Summary

Risk Number

Risk Name Responsible Person

Mitigation Action(s) Response Trigger

1 Lack of ability to interface FULLY with external agency systems. The extent to which the HRMS system can interface with BES, PMIS, CIPPS directly impacts how the system will be designed.

Chris, Marcia, James to meet with VITA - HRMS team to develop initial detail design specs of the interfaces Point: Leonard Nottingham

Explore options for legacy system resource funding, if needed

Not having a clear definition of the extent to which interfaces can be implemented

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Project Plan

Risk Number

Risk Name Responsible Person

Mitigation Action(s) Response Trigger

2 SIS/HR shared instance - previous design decisions, ability to isolate HR data from student access, security definitions, etc.

HRMS team Schedule workshops to discuss setup options to determine best way to implement HRMS with SIS. Perform technical analysis of existed SIS system to determine potential conflict areas for discussion Perform on going analysis of common elements or areas were the design of SIS and HRMS intertwine or redundancies or redundancies Keep SIS team involved in design sessions to identify conflict areas as early as possible

PS HRMS High level design is not completed by beginning of To Be Detail Design tasks HRMS project team and Project stakeholders not having a shared vision on project scope and approach Lack of integrated and coordinated scope

3 Definition of design for Payroll/ HR/Ben/T&L/Absence vs. central systems (PMIS, BES, CIPPS). This includes 'system of record‘ decisions.

HRMS project team leadership

Define a structured approach to collect conversion data. Detail definition will occur during To Be design process. Define VCCS data field mapping to PS fields

PS HRMS High level design is not completed by beginning of To Be Detail Design tasks HRMS project team and Project stakeholders not having a shared vision on project scope and approach Lack of integrated and coordinated scope

4 Project Team training - delayed or reduced - The project team members must have timely PS training to effectively participate in the project.

HRMS project team leadership

Get Project team training scheduled Publish/maintain training Schedule by class by team member

Training conflicts with other project scheduled activities

5 Lack of availability of VCCS resources (SO & college leads, HUIT, & college SME's) due to part time roles, skill set, or geographic differences.

PMO; Team Leads

Define specific work approach (detail role definitions) with the Team members vs. HUIT v. college SME's Plan and communicate meetings and assigned tasks as far into the future as possible (Team leads as well as HUIT) Explore option of "Featherstone" onsite workdays for project team to simplify scheduling (need to resolve office space and laptops) Develop/maintain email distribution lists to facilitate quick communication with appropriate groups

Resources not available as defined in the project schedule which impacts project progress

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Project Plan

11. APPENDICES

A. Procurement Plan

1. HRMS Procurement Plan

B. Risk Management Plan

1. HRMS Risk Management Plan

C. Project Change and Configuration Management Plan

1. HRMS Project Change Control Plan

2. HRMS Configuration Management Plan

D. Quality Management Plan

1. HRMS Quality Management Plan

2. HRMS Testing Strategy

3. HRMS Data Conversion Strategy

E. Financial Management Plan

1. HRMS Financial Management Plan

F. Communication Plan

1. HRMS Communication Management Plan

2. HRMS Project Status and Reporting

G. Performance Plan

1. HRMS Performance Plan

H. Work Breakdown Structure/Project Schedule

1. HRMS Work Breakdown Structure/Project Schedule

I. Resource Plan

1. HRMS Resource Management Plan

2. HRMS Roles and Responsibilities Overview

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hrms project plan final

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