Human Resource Management System (HRMS) Steve Young Chief Information Officer Department of Personnel AGA Meeting October 26, 2006

AGA Meeting – October 26, Human Resource Management System (HRMS) Mission: Replace a 30 year old non-integrated legacy payroll/personnel system with a distributed off-the-shelf product with minimal customization to support 112 state agencies and 65,000 state employees

AGA Meeting – October 26, Bundled package approach – select both software and integrator at the same time.  Number of bidders:  PeopleSoft and IBM (implementation services, hardware, and database)  SAP, Accenture, Hewlett Packard (hardware) and Microsoft (operating system and database)  Selection complete: June 30, 2003  Project began: mid-September 2003  Software: SAP version 4.7 enterprise  System Integrator: Accenture Human Resource Management System (HRMS)

AGA Meeting – October 26, Release 1 –Payroll –Personnel –Business Warehouse Release 2 –E-Recruit (custom) –Employee Self-Service –Grievance Tracking (custom) –Qualifications Catalog Total Cost: $69 million Human Resource Management System (HRMS)

AGA Meeting – October 26, Human Resource Management System (HRMS) Release 1 –Group 0: February 2006, Department of Personnel (214 employees) –Group 1: April 2006, 23 Additional Agencies (10,000 employees) –Group 2: July 2006, Remaining 88 Agencies (55,000 employees) Release 2 –September 29, 2006 for professional users –Planned for week of October 23, 2006 for job seekers Deployment

AGA Meeting – October 26, Human Resource Management System (HRMS) Taken from Standish Group Study and used by the Washington State Department of Information Services to evaluate IT projects –Executive Support –User Involvement –Experienced Project Manager –Clear Business Objectives –Minimized Scope –Agile Business Requirement Process –Standard Infrastructure –Formal Methodology –Reliable Estimates –Skilled Staff –Contract Negotiations and Management –Implementation Success Factors

AGA Meeting – October 26, Human Resource Management System (HRMS) Executive Support: –Leadership: Governor Christine Gregoire –Co-Sponsors: Eva Santos, Director, Dept. of Personnel Gary Robinson, Director, Dept. of Info. Services –Project Director: Steve Young, CIO, Dept. of Personnel –Project Managers: Brian Turner, State Judd Nielsen, Accenture –Very active Involvement, committed to project completion –Org Chart: –Steering Committee: Directors from Central Service Agencies Success Factors DOP CIO DOP Director Gov. Gregoire

AGA Meeting – October 26, User Involvement –Change Agent Methodology  Monthly Meetings  Frequent Communication  Project Readiness Coaches as single point of entry  Agency self-monitored and reported readiness based on project questionnaires –Business Needs Drove Requirements –End User Training  Continuous improvement  Trainers from agencies  2000 end users –Production Support Lab –Recorded Training Sessions Human Resource Management System (HRMS) Success Factors

AGA Meeting – October 26, Experienced Project Managers –Brian Turner – Point B  14 years of Government implementation experience  7 projects delivered  Results driven –Judd Nielsen – Accenture  9 years of Government implementation experience  5 projects delivered  Results driven –Cannot overemphasize importance of Team chemistry –Technology and Business skills –Negotiation and organization skills –Ability to say “No” Human Resource Management System (HRMS) Success Factors

AGA Meeting – October 26, Clear Business Objectives –Replace 30 year old non-integrated legacy payroll/personnel system with equivalent functionality –Rule and Edit based  Standardized business processes  Standardized payroll processes Human Resource Management System (HRMS) Success Factors

AGA Meeting – October 26, Minimized Scope –Enterprise = Compromise = No One Completely Happy –Standardized processes –944 custom reports in legacy system  20 system delivered  60 custom –>1500 work schedules in legacy system  56 implemented –Minimal agency unique functions unless mandated by collective bargaining agreements –Weekly review of scope to minimize score card –Ultimately, only core modifications –Approximately 50 external interfaces (not recommended) Human Resource Management System (HRMS) Success Factors

AGA Meeting – October 26, Agile Business Requirements Process –Requirement gathering process went too long –Parallel development with changing requirements –Requirements and design issues finally frozen in April 2005 –As new requirements emerged, Project Team evaluated feasibility along with cost, impact, risk and made recommendation to Steering Committee –Steering Committee prioritized  Not all done –Status delivered weekly Human Resource Management System (HRMS) Success Factors

AGA Meeting – October 26, Standard Infrastructure –Identified minimum technology standard  Clearly communicated what was not supported  Agency Directors certified compliance –Agency readiness self-reported technology implementation  SAP GUI installation and test  Test performance via sample script  Test ability to print Human Resource Management System (HRMS) Success Factors

AGA Meeting – October 26, Formal Methodology –In general, formal methodology for Project Management followed –Departures from formal methodology based on risk and impact –Sometimes at odds with external QA vendor Human Resource Management System (HRMS) Success Factors

AGA Meeting – October 26, Reliable Estimates –Fixed price –Legislatively directed change order –Project delivered at budget Human Resource Management System (HRMS) Success Factors

AGA Meeting – October 26, Skilled Staff –Contracted staff to develop –State agency “volunteers” for testers and trainers –Generally understaffed to properly implement project –Limited state staff available for knowledge transfer –Only 1 deep in many SAP skilled positions –Will have to contract for tier 3 support for near term Human Resource Management System (HRMS) Success Factors

AGA Meeting – October 26, Contract Negotiations and Management –Procurement managed by Deloitte-Touche –Initial contract negotiations by Davis Wright Tremaine –Follow on renegotiation on contract by DOP Director –Project Management Office (PMO) established to oversee contracts and budget Human Resource Management System (HRMS) Success Factors

AGA Meeting – October 26, Implementation –Proceeding as planned with last group on July 1 st. Do not expect major problems at this point.  Business process change is agency major anxiety –User training was delivered using just-in-time methodology  Statewide, enterprise in nature; minimal agency specifics  Practice site available and usage monitored  Agency “volunteers” as trainers may not have had in-depth knowledge  Revised training materials after each implementation phase  Group “study sessions” based on lessons most recently learned  Can always use more Human Resource Management System (HRMS) Success Factors

AGA Meeting – October 26, Whew! Thank You! Questions? Human Resource Management System (HRMS)