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HRS Project WisLine Update

HRS Project WisLine Update. June 13, 2008. Agenda. Project Update Intersession Decision Making Approach Open Discussion. Project Update. Fit / Gap Status. Completed the following Fit / Gap Overviews and Sessions 1, 2 and 3:

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HRS Project WisLine Update

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  1. HRS ProjectWisLine Update June 13, 2008

  2. Agenda • Project Update • Intersession • Decision Making Approach • Open Discussion

  3. Project Update

  4. Fit / Gap Status • Completed the following Fit / Gap Overviews and Sessions 1, 2 and 3: • Human Resource, Benefits, Payroll, Time and Labor, Talent Acquisition Management, and Absence Management • Gaps, Sub-Projects, and Issues have been captured • All materials used during the sessions are available on the HRS Communications Hub

  5. Fit / Gap Next Steps • The teams have captured all issues raised during the Fit / Gap sessions • Review and clarification of issues • Logging of Fits and Gaps in Business Process spreadsheet • Action Items logged into JIRA and assigned • Sub-Projects logged into JIRA and priority ranked for Sub-Project Decision Process

  6. Fit / Gap Next Steps • Budget and Planning Fit / Gap scheduled for July 14 – 17 at Pyle Center in Madison • Renee Stephenson is working with the Budget Directors at the campuses to identify attendees • Agenda development underway

  7. Intersession

  8. Background • Intersession was conceived of to address the limitations in the current Fit / Gap approach: • The team does not have a detailed enough understanding of how the GAPS will be resolved • Need a deeper understanding of the system and options available to resolve gaps • Team needs greater understanding of how the system works and modules inter-relate

  9. Intersession Approach • Complete all Fit / Gap sessions as planned • Beginning June 23rd and continuing through mid-September 2008 engage HRS Project Team in Intersession experience • Define, assign resources, and commence with the analysis of all known business area Sub-Projects • Define, charter, assign resource to HRS Program Related Projects

  10. What is Intersession? • Two areas of focus: • Configuration of base system • Analysis of Gaps, Sub-Projects, Related Projects • High Level Goals: • Experience in configuring core system - understanding of how PeopleSoft works • Prototype system to test hypotheses • More confidence in developing options for implementation • Team building

  11. How Will It Work? • HRS Project Team will be focused on configuration of base system 4-6 hours a day, 4 days a week • Configuration in this context includes verification via business process testing e.g. Hire an employee • Use PeopleSoft Set-Up Manager to define order and process • Guided configuration, identifies approach for table loading giving insight into data conversion

  12. Added Benefits • We will have experienced training staff included in the Intersession configuration: • Use UPK (User Productivity Kit) to begin documentation of how UW will use PeopleSoft • Leverage UPK for training, job aides, testing, and support • UPK can generate test scripts which, with little changes, can be used in our automated testing tool Empirix

  13. Intersession Scope - Functionality • In Scope • Human Resources • Benefits (Base Benefits and Ben Admin) • Payroll • Absence Management • Out of Scope • Time and Labor • Commit Accounting • Talent Acquisition • Budget and Planning

  14. Intersession Scope – Employee Types • Academic Staff • Classified Permanent • Classified Project • Faculty • Graduate Assistant • Limited Employees • LTE • OT • Student Help • Employees In Training

  15. Intersession Scope - Organizations • UW Eau Claire • UW Extension • UW Madison – FP&M • UW Madison – L&S • UW Madison – Medical School • Each will provide 5 employees for each employee type (we will scramble sensitive data)

  16. Recommended Decision Making Approach

  17. Why Talk About Decisions Now? • Begin the dialog on decision making for the HRS Project • Decide on approach for decision making before we have to make a decision • Focus on HOW decisions are identified, communicated, vetted, and made • Identify early HRS Project decisions for practice

  18. Decision Making Goals • For the HRS Project the decision making process should be: • Rigorous – analysis, options, communication • Structured – approach and methodology • Documented – clear, concise, understandable • Represented – appropriate representation from impacted parties • Defensible

  19. Who Makes the Decision??

  20. Decision Making Conundrum • There are many groups / teams that are either directly connected to the HRS Project or loosely affiliated with the Project • Need to clarify the who’s: • Who is responsible for driving the decision • Who we need to involve in the process • Who makes the decision • To whom is the decision communicated to

  21. HRS Project Structure

  22. Current Decision Groups / Teams • UW Service Center Executive Committee • UW System Service Center Advisory Committee • UW HRS Project Steering Committee • Executive Sponsors • Project Management Office • Project Team / Core Team • Sub-Project Teams • Related-Project Teams • Site Leaders • Subject Matter Experts • Other Affiliated Groups • HR Directors • Payroll / Benefits Managers • CIOs • Common Systems Review Group • DoIT • Madison’s Administrative Council • Controllers

  23. Determining the WHO • Determine the involvement in decision making using the RACI model • The RACI model is a tool used for determining roles and responsibilities during an organizational change process • The technique is typically supported by a RACI chart which helps to clearly discuss, agree, and communicate the roles and responsibilities

  24. RACI Definitions • R = Responsible – owns the problem / task / decision • A = to whom “R” is Accountable – who must sign-off (Approve) on work before it is effective • C = to be Consulted – has information and/or capability necessary to complete the work • I = to be Informed – must be notified of results but need not be consulted

  25. HRS Project Requirements • Due to the volume of anticipated decisions to be made on the HRS Project we require a structured, expedient process for decision making • Our ability to make effective, timely decisions will directly impact our ability to present a plan for implementation of the overall HRS Project • Recommended a small group to broker decisions

  26. HRS Project Decision Council • Empowered sub-group of HRS Steering Committee tasked with ensuring effective, efficient decision making for the HRS Project • Responsible for ensuring that the a person or group is identified who can make the decision (A) • Responsible for ensuring that decisions are vetted with appropriate groups (C) • Responsible for ensuring information regarding decisions is communicated effectively to all parties (I)

  27. HRS Project Decision Council • Council members are assigned and responsible for specified groups • Team membership: • Sue Chamberlain, Lorie Docken, Diane Mann, Ed Meachen, Kathy Pletcher, Carla Raatz, Dwan Schuck, Renee Stephenson, and Donna Weber • Team meets in-person, connects via email and teleconferences on as needed basis

  28. Decision Council Responsibilities

  29. HRS Decision Making Process • A Sub-Project, Related Project or Decision is identified: • Sub-Projects are projects within a business area that require further analysis to determine disposition. Typically these have been classified as GAPS • Related Projects are projects that cross HRS business areas or between HRS and other systems / business areas that must be managed as a project

  30. HRS Decision Making Process • The Sub-Project, Related Project or Decision is logged by the team that identified it in JIRA • The PMO working with the HRS Decision Council assigns an Advocate (a member of the Decision Council) to the Decision • The responsibility of the Advocate is to work with the team to understand the Decision and to ensure that the proper groups are involved in the process.

  31. HRS Decision Making Process • The working team completes the standard documentation required for Decisions working with any group identified by the Advocate or the PMO: • General Project Information • Project Team Roles and Responsibilities • Requirements • Option Details • Decision Matrix • Team Recommendation

  32. Option Analysis Side Note • Highly complex decisions will be made using the following Six Sigma tools: • Voice of the Customer (VOC) to capture requirements • Pugh Matrix to facilitate effective decision making • Why Six Sigma because it is a fact-based, data-driven philosophy and the tools and techniques have been proven to be effective

  33. HRS Decision Making Process • The Decision is presented to the Decision Council • The Council can endorse the Decision (it would be recorded as such in JIRA) • The Council can ask for additional analysis or a team presentation for clarification • Clearly defined next steps must be articulated

  34. HRS Project RACI Process • Initially we will identify the RACI for each decision • Who owns the work (R) • Who makes the decision (A) • Who needs to be involved in the decision (C) • Who needs to be informed when the decision is made (I) • Eventually we will be able to identify who has responsibility for the type of decision

  35. Suggested Decision Categories • Scope • Schedule / Time • Resources (Cost, Labor, etc.) • Quality • Business Process • Policy (Federal, State, University, Campus, Division, Department) • Technology • Design • Project Management • Testing • Reporting

  36. Example Decisions • May Multiples • Position Management (none, full, partial) • Portal Strategy • Edits • Academic Pay Calendars • Kronos • Business Continuity Plan (down time)

  37. Decision Making Recap • The HRS Steering Committee has agreed to pilot the Decision Making Process for two months • We will practice decision making starting next week using the new template and process

  38. Any Questions?

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