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

2 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 10 th 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 Looking at 9.2 in the next two years

4 Commonwealth’s ERP Overview Oracle-PeopleSoft HR CM Oracle-PeopleSoft AMS Advantage LCM Financials LCM Financials AMS Advantage LCM Financials LCM Financials Data Warehouse Department Systems UsersUsers BankingBanking PaymentsPayments ReceiptsReceipts

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

6 Seeking a Little Guidance Along the Way

7

8  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

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

10 Project Task Orders Task OrderStartFinish 1: Project Management Office and Technical Architecture (Accenture)Nov 2011Oct : Strategic Services and Talent Management (Deloitte)Nov 2011Jan : Shared Services for Time and Attendance Self Service (Accenture) Nov 2011May : Shared Services for other Human Resources Functions (Accenture)May 2013Oct : Time and Attendance Self Service (Accenture)Nov 2011May : Implementation of other PeopleSoft modules (Accenture)Apr 2013TBD

11 MassHR Timeline

12 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.”

13 Guiding Principles for Determining Requirement Solutions PriorityDefinition 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:

14 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)

15 MassHR Accessibility Considerations MassHR Work Products Time & Attendance Self-Service System MassHR 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

16 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 Blind  Massachusetts Commission on the Deaf and Hard of Hearing.

17 Go/No Go Assessment as of 3/4/13 Go Live Date Target: 3/24/13 & 4/21/13 Week of 2/25Week of 3/4Week 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 3/25Week of 4/1Week of 4/8Week 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)

18 Rollout 3: Segment 2/3 Go Live Dashboard from 3/5/13 Daily Report

19 SSTA Rollout Summary (2/21/13) RolloutDateEE’s & Depts Rollout 1 (9 to 5)April employees across 10 Departments Rollout 2 (9 to 5)July ,000 employees across 54 Departments Rollout 3 (Complex) Segment 1 (Complex Rules, TCDs & Manual Labor Distribution) November 20127,900 employees across 26 Departments Segment 2 (Complex Rules, TCDs, & Automated Labor Distribution) January 2013Estimated 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, 2013Estimated at 3,500 employees at DOC Estimated at 400 at Franklin and Hampshire Sheriffs

20 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

21 Enterprise Learning Management E Recruit Eprocurement Data Analytics Future Projects

22 Questions?