Commonwealth of Massachusetts

Martin Benison, Comptroller;

Of the Commonwealth of Massachusetts

March 2013

Martin Benison, Comptroller;

Of the Commonwealth of Massachusetts

March 2013

Building and ERP One Piece at a Time in the Commonwealth of Massachusetts

-HR Modernization

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Human Resources Modernization

• Implement Time and Attendance Self Service

• Implement an HR Shared Service Model

• Redirect the savings or a portion to Invest in a higher performing workforce

• Implement additional functionality to modernize and integrate HR functions

3

Massachussetts

• 10th Largest State in Annual Financial Operations

• Fortune 35

• Financials CGI Advantage (2004)- Upgraded in 2005 and 2009

• PeopleSoft HR/payroll & Time and Labor (2000)- Upgraded in 2010 9.0- Looking at 9.2 in the next two years

4

Commonwealth’s ERP Overview

Oracle-PeopleSoft HR CM

AMS Advantage

LCM Financials

Data Warehouse

Department Systems

Users

BankingPayments

Receipts

5

Commonwealth Approach to Enterprise Solutions

• Look at the business process across the organization

• Separate the process from the technology (applications)

• Improve the process, then apply the systems and the organization chart

• Try to minimize customizations

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Seeking a Little Guidance Along the Way

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Seeking a Little Guidance Along the Way

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Seeking a Little Guidance Along the Way

2005 HR Benchmarking study

2006 Oracle Insight Study – HR modernization Upgrade Full Utilization

• Time and Attendance• Epay & Eprofile• E Recruit• Enterprise Learning Management

2008 Gartner Strategic Plan

April 2011 Oracle Insight Study Data Management

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2006 Insight Executive Summary

Insight study launched in Feb 2006

–Determine potential strategic value of upgrading The Commonwealth’s

Human Resources/Compensation Management System (HR/CMS)

–Discovery sessions with key administrative executives and managers

The Commonwealth is at a crossroads with the current version of HR/CMS

–A decision on whether to upgrade, do nothing or seek another solution is needed at this time

The Commonwealth’s ability to improve HR and Payroll processes is impeded by the current system

–No self service has been implemented to date even though the capability is owned

–Many HCM processes are handled by separate systems without tight integration to the Core HR system

–Closely related people administrative systems are aging and employing older technologies

–Highly manual processes employed in collecting and entering information into the system

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Project Task Orders

Task Order Start Finish

1: Project Management Office and Technical Architecture (Accenture) Nov 2011 Oct 2013

2: Strategic Services and Talent Management (Deloitte) Nov 2011 Jan 2013

3: Shared Services for Time and Attendance Self Service (Accenture) Nov 2011 May 2013

4: Shared Services for other Human Resources Functions (Accenture) May 2013 Oct 2014

5: Time and Attendance Self Service (Accenture) Nov 2011 May 2013

6: Implementation of other PeopleSoft modules (Accenture) Apr 2013 TBD

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MassHR Timeline

MassHR Timeline FY10 To FY14

MassHR Timeline FY10 To FY14 – October 2011

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Mas

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Exec Order 517

Human Resource Advisory Board

HRCMS Steering

Committee Established

HR Modernization

Plan Submitted to Governor

RFR Development

IdentifyOutcomes

and Benefits7/18– 8/22

Time & Attendance Self Service

Shared Services

MassHR RFR

Determine Order of Module Rollout

FY13To

FY14

Continued Shared

Services

Continued Shared

Services

Mar 2010 Sept 2010 Nov 2010 Jan 2011 Jul 2011

Establish Statewide

Time Collection

Device Contract

FY13 to FY14 Rollout of Additional Modules:

eProfile, eRecruit, Learning Management & Performance,

Mar 2011 Jul 2012 Jul 2014

9.08.51

Ready

PeopleSoft HRCMS

9.0Upgrade

Accessibility Vendor RFQ

Review of HR/CMS Tools 8.49 & 8.5

HR/CMS Self Service Architecture

8.51Upgrade

Commonwealth Management Certificate Program

CompileQualitative and

QuantitativeElements

8/22 – 9/26

CompleteMassHRBusiness

Case9/19–10/10

Vendor Selection

Commonwealth Supervisor Certificate Program

KickoffProject6/2911

T& A Self Service Pilot: Planning

(Including Union Discussions)

Oracle/PeopleSoft Customer

Advisory Board member

Request for Information

9 to 5 Pilot

24/7 Pilot

Contract Mgmt

Implementation of Time Collection Devices

PeopleSoft Total Cost of Ownership Analysis

ITD Recommendation on the TOC Analysis

3rd Party Total Cost of Ownership Analysis

Determine Which Agencies Are Part Of Complex Implementation

Time & Labor Complex Agency Questionnaire

Strategic Planning for the Executive Dept. Talent Managment

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Validate the most cost effective Self Service Time and Attendance Solution for Complex Agencies

The results of the Commonwealth Time and Attendance pilots have confirmed that Oracle’s PeopleSoft platform can provide the core functionality for self service Time and Attendance, for many agencies in the Commonwealth:

• The 9-5 Agencies

• Many complex Agencies (hospitals and sheriff’s departments)

• Fit/Gaps will be completed for:

• The 9-5 Agencies

• The Complex Agencies (Labor Distribution)

• The Complex Agencies (complex time reporting requirements and time collection devices)

Developing a Total Cost of Ownership Analysis for Complex Agencies

The Commonwealth plans to implement a process to validate the most cost effective time and attendance solution for agencies with “complex business requirements.”

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Guiding Principles for Determining Requirement Solutions

Priority Definition

High Requirement must be satisfied day 1 of production due to legal or policy requirement or a significant impact to business processing with no work around available

Medium Requirement must be satisfied but on a delayed timeline from initial deployment. However, an interim work-around and/or temporary process must be in place at the time of deployment

Low Requirement is ‘Nice to Have’, but is not critical to the success of the project.

Requirement Priority Level:

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Guiding Principles for Determining Requirement Solutions

Requirement

Business Process Change

Modification

Can This Requirement be

Satisfied Through Delivered

Functionality?

Priority / Evaluation Criteria?

Configure / Setup the System

Yes

No

Decision Flow:

The following evaluation criteria will be used:

• Organizational Impact

• HR/CMS Maintainability

• Legal

• Future Functionality

• Scalability

• ADA Compliance

• Training

• Impact

• Cost (if applicable)

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MassHR Accessibility Considerations

MassHR Work ProductsTime & Attendance Self-Service SystemMassHR training and communication materials Access to Shared Services (e.g., Customers, Employees)

MassHR Accessibility Expectations (November 2011)MassHR will adhere to the  Enterprise Information Technology Accessibility Standards and the Web Accessibility Standards issued  by the Commonwealth of Massachusetts’ Information Technology Division (“ITD”)

MassHR Deliverables will be tested against the Enterprise Accessibility Standards

An Accessibility Advisory Committee (“AAC”) will be formed. The Committee will meet minimally once a quarter

December 2011 – February 2012 – begain working with Peter Wallack, Oracle Accessibility Program Director

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An Accessibility Advisory Committee (“AAC”)

Integrator (Accenture), Human Resources Information Technology Massachusetts Office on Disability, Executive Department Disability Coordinators, Massachusetts Rehabilitation Commission, Massachusetts Commission for the BlindMassachusetts Commission on the Deaf and Hard of

Hearing.

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Go/No Go Assessment as of 3/4/13Go Live Date Target: 3/24/13 & 4/21/13

Week of 2/25 Week of 3/4 Week of 3/18

Go/No Go Assessment Criteria

Application/ Testing

TCD

Cutover

Technical Architecture

Security

User Readiness

Collective Bargaining

Employee Service Center

Operations Support

Complex Rollout Segment Summary: Segment 4: ~8,100 employees across 6 departments Segment 5: ~3700 employees across 3 departments

Segment #4 GO/NO GO Assessment Schedule 4 weeks from targeted go live (week of

2/25) 3 weeks from targeted go live (week of

3/4) 2 weeks from targeted go live (week of

3/11) 1 week from targeted go live (week of

3/18)

Segment #5 GO/NO GO Assessment Schedule 4 weeks from targeted go live (week of

3/25) 3 weeks from targeted go live (week of

4/1) 2 weeks from targeted go live (week of

4/8) 1 week from targeted go live (week of

4/15)

Week of 3/11

G

= completed activity = activity in progress

4/21/13 Go Live!

G

Next Critical Path Milestone

G

G

Y

G

Y

R

G

Week of 3/25 Week of 4/1 Week of 4/8 Week of 4/15

3/24/13 Go Live!

Target Completion: Code Freeze (Seg

4) Agency file

updates (Seg 4) Dry Run #1 (seg

4)

Target Completion: Code Freeze (Seg

5) Agency file

updates (Seg 5) Dry Run #1 (seg

5)

Target Completion: TCDs online

(Seg4) TCD CM Tasks Badge Order

(Seg5) Dry Run #2 (seg

4) Update batch

schedule Readiness Ckpt

#2 (seg 4)

Target Completion: TCDs online (Seg5) TCD CM Tasks (Seg

5) Badge label & dist

(seg 5) Dry Run #2 (seg 5) Readiness Ckpt #2

(seg 5) HR/Payroll Trng (Seg

5)

Target Completion: Approver Transition

Mtgs (seg 4) Readiness Ckpt #1

(seg 5) HR/Payroll Trng (Seg

4) ESC Onboarding

Target Completion: Approver

Transition Mtgs (seg 5)

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Rollout 3: Segment 2/3 Go LiveDashboard from 3/5/13 Daily Report

Area Status Change Summary Comments Overall Status Yellow

SSTA Application

Yellow

Batch: Batch completed successfully Availability: As scheduled Performance: 1 new SR logged for investigation per 3/4/13 meeting discussion – on Defect report Defects: See Defect Report - 1 High defect in process and several medium defects targeted for 3/12, 3/14 & 3/26 migration

TCDs and BCOMM

Yellow

TCD activity for 03/04/2013 (12:00AM – 11:55PM) SEGMENTS #1, #2, #3 TOTAL Total clocks = 102 Total TCD Clock In\Out & TRC activity received from ALL TCDs (SEGS #1 & #2 & #3) = 4454 Total ‘offline’ processed transactions = 0 No integration issues with PeopleSoft.

Payroll Green

Segment 2 1st payroll 2/11/13 with paychecks distributed 2/15/13 – per PMT on 3/5/13 deemed successful Second payroll ran 2/26/13 with paychecks delivered 3/1/13

Employee Service Center Support

Green

Telephony: Normal volume Case Management: Highest ticket type continues to be PW resets but staff is also spending time on answering calls with questions about rules and calculations related to rules – this was expected and is now starting to occur more and more Backlog: Manageable Escalated Payroll Process: Invoked on Monday 2/11/13. Also invoked Monday 2/25/13 for specific departments

Non-ESC Supported Agency Support

Green

Dropping to weekly call ins - the calls will be on Fridays

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SSTA Rollout Summary (2/21/13)

Rollout Date EE’s & Depts

Rollout 1 (9 to 5) April 2012 700 employees across 10 Departments

Rollout 2 (9 to 5) July 2012 10,000 employees across 54 Departments

Rollout 3 (Complex)

Segment 1 (Complex Rules, TCDs & Manual Labor Distribution)

November 2012 7,900 employees across 26 Departments

Segment 2 (Complex Rules, TCDs, & Automated Labor Distribution)

January 2013 Estimated at 8,300 employees across 20 Departments

Segment 3 (Complex Rules & Two TCD facilities)

Targeted for February 24, 2013

Estimated at 1,600 employees across 5 Departments

Segment 4(Complex Rules & TCDs)

Targeted for March 24, 2013 Estimated at 8,300 (~significant portion are TCD)

Segment 5(Remaining Corrections population only)

Targeted for April 21, 2013 Estimated at 3,500 employees at DOCEstimated at 400 at Franklin and Hampshire Sheriffs

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SSTA Rollout Summary (2/21/13)

April of 2013 over 40,000 Employees using Self Service

Most Executive Branch Agencies Supported by an Employee Service Center

Many Independent agencies are opting in to the ESC

Next Steps Enroll 5000 Court employees over the coming months

Deploy Employee Self Service with Epay and E profile

Expand Service of the Employee Service Center

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Enterprise Learning Management

E Recruit

Eprocurement

Data Analytics

Future Projects

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Questions?