Project Management Committee MeetingFebruary 3, 2005

Building the Human Resources and Payroll Environment for the Next Generation of North Carolina State Government

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Welcome and Introductions

Project Management Committee Julie Batchelor, OSC, Chair John Barfield, OSC Rod Davis, DENR Dan Domico, DOT Angela Faulk, DOT Bob Giannuzzi, ITS Carl Goodwin, OSP Wendy Griffin, DOT Kathy Gruer, DHHS Ginny Klarman, State Health Plan Tracy Little, DOC Jim Macaulay, OSC Jim Newman, DOT Kim Padfield, DOT Tom Runkle, ITS Gary Wiggins, OSP Margaret Wiggins, AOC Jonathan Womer, OSBM Pam Wortham, Treasurer’s Office

OSC Management Robert Powell, OSC Gwen Canady, OSC

Project Team Linda Hudson, OSC Shannon MacFarlane, OSC Lowell Magee, Deloitte Bradd Craver, Deloitte Dorie Kehoe, Deloitte James Stovall, Deloitte Katie Beacham, Deloitte Parham Gerami, Deloitte Ed Brodsky, Deloitte

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Agenda

Welcome, Introductions and Agenda

Committee Update

HR/Payroll Project Status

Change Management & Communications

JAD Sessions Review

Areas Requiring PMC Involvement

Open Discussion

Action Items Review

Adjourn

Committee Update

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Committee Update – Roles and Responsibilities

HR/Payroll Project Management Committee (PMC) Represent the needs of a wide cross-section of stakeholder agencies Provide guidance and coordination across the HR/Payroll project Serve as liaison to the agencies and provide direction for managing

cross agency issues and opportunities Overall responsibility for ensuring project deliverables have received

appropriate agency input and review Identify and resolve issues Identify risks and provide suggestions for mitigation Review status updates and provide direction Serve as change agents to build consensus and facilitate

implementation and user acceptance of new system in agencies

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Committee Update - Initiatives

NCTIME Meeting Outcome

Legislative Update

Scope Finalization

HR/Payroll Project Status

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Status Report Status Report

Activities Completed This Period1/6/2005 – 2/2/2005

Submitted draft of preliminary requirements for HR Group 1 Conducted JAD Sessions on the following topics:

• Career and Succession Planning• Manage Employee Separation• Manage Recruiting, Hiring, and Integration• Plan and Manage HR Programs and Plans• Design and Maintain Organizational Structure• Manage Compensation and Classification

Onboarded Deloitte change management lead Developed project marketing document Drafted tentative topics for technical JAD sessions Informed CIOs of upcoming technical JADs Drafted a project communication from the PSC to update stakeholders on

progress to date Provided insight and cost figures from other states Documented lessons learned during Plan and Vision phases

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Status Report Status Report Status Report

Plans for Next Period2/4/2005 – 3/3/2005

Conduct HR JAD sessions on the following topics:• Maintain Benefits and Enrollment• Administer Benefits

Prepare and submit draft of preliminary requirements for HR Group 2 Conduct Payroll JAD sessions on the following topics:

• Collect Time and Attendance• Manage Payroll Pre-Processing• Manage Payroll Processing

Confirm technical approach Prepare for Technical JAD sessions Begin development of change management strategy options Share project news and preliminary requirements with agency HR directors

to begin to engage them in the project Conduct general statute research Prepare and submit ITS monthly report for January Hire intern Conduct legacy shadow system analysis

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High Level Project Timeline

HR – Group I

• Personnel Administration

• Recruitment• Applicant Tracking• Disciplinary Action and

Complaint Management• Incident and Accident

Tracking• Exit Interviews• Competency Based HR

Management• Performance

Management• Training Administration

HR – Group II

• Compensation Management

• Job and Salary Surveys

• Position Evaluation Analysis

• Benefit Administration

• Workforce Analytics• Organizational

Management• Employee Self

Service• Leave Tracking

Payroll

• Payroll Administration

• Payroll Processing• Labor Cost

Distribution• Time Collection &

Management• Budget Support

Technical

• High level technical requirements

• Security• Infrastructure• Integration

Plan ExecuteVision Close

• – Project Status Report– Final Deliverables– Offsite Working/Holiday

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

25 1 8 15 22 29 6 13 20 27 3 10 17 24 31 7 14 21 28 7 14 21 28 4 11 18 25

• • • • • • • • • • • • • • • • • • • • • • •

Group I

Group II

Payroll

Change Management

Technical

Date

Project Management

Month Dec

Project Week

Human Resources

Nov Jan Feb March Apr

Change Management & Communications

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Change Management Activities

Developing HR/Payroll Project handout for legislature and state leadership– Identifies project goals– Defines the current state problems, risks, and urgency– Defines future state benefits– Identifies key project deliverables

Developing of high-level Change Management Strategies to be used as a roadmap for implementation activities– Leadership alignment– Organizational transition– Communications– Capability transfer– Project team effectiveness– End-user training

Met with Jeff Roerden (DOT) to discus change management and organizational opportunities

JAD Session Review

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JAD Sessions Completed

Career and Succession Planning Process Owner: Pam Frazier Number of Participants: 17

Manage Employee Separation Process Owner: Betty Smith Number of Participants: 10

Manage Recruiting, Hiring & Integration Process Owner: Helen Dickens Number of Participants: 19

Plan and Manage HR Plans & Programs Process Owner: Gerry Fisher Number of Participants: 19

Design and Maintain Organization Structure Process Owner: Joe Stroup Number of Participants: 15

Areas Requiring PMC Involvement

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Opportunities for Change

Process Redesign Opportunities

– A single, online application for applicants to use when applying for any job within the State

– Treating employees who move between agencies as transferred employees rather than terminating them and rehiring them

– Electronic, rather than paper Organization Charts

– More streamlined approval processes in many areas

Possible Areas for Standardization/Consolidation

– A standardized list of skills and competencies to be used for Career Development, Job Descriptions, and Performance Review

– A consolidated database of applicants with standardized, automated screening processes

– Simplified, standard job descriptions

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Legislative Barriers to Business Process RedesignPerformance Review process and form is hampered due to

legal restrictions around performance appraisal content

Succession Planning is limited due to restrictions around hiring practices

There are an abundance of independent benefit plans available to different agencies because they are legally required to let the insurance providers present these options

Open Discussion

Action Items Review

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PMC Action Items

March 3, 2005 – Next PMC Meeting