1. Sherry Hicks VP, Global Implementation SafeGuard World International October 9, 2015

2.  Project Management 101: The Basics  Project Phases and Key Activities  Defining Excellence to Maximize Results  Driving the Project  The Do’s and Don’ts When the First Payroll Hits  Excellence After the Project

3. Project Management 101: The Basics

4. What is a project?  A temporary endeavor undertaken to create a unique product, service or results What is project management?  The application of knowledge, skills, tools and techniques to project activities to meet project requirements Project Management Institute (PMI) definitions

5.  Project Management Body of Knowledge (PMBOK) ◦ Sum of knowledge within the profession of project management ◦ Set of standards and best practices established via consensus based process ◦ Provides a framework Project Management 101

6.  World’s largest professional association of project professionals  PMI Certifications ◦ PMP – Project Management Professional (the Project Management profession’s most globally recognized certification credential) ◦ PgMP – Program Management Professional Project Management 101

7. A project has a defined beginning and end, executed by a group of people to meet a specific objective PMI Project Phases Typical Payroll Project Phases InitiationPlanning Planning Discovery/Requirements Gathering ExecutionConfigure/Build Control and Monitoring Test Close-out Transition/Go Live

8.  Responsible for the day-to-day management, status reporting, issue, risk, scope and resource management ◦ Ensures timeline decisions and communication of decisions made ◦ Manages and coordinates activity of project team to meet project schedule and deliverables A designated Project Manager is vital to the success of the project

9. ◦ Ensures timely decisions and communication of decisions made ◦ Manages communications to team and organization ◦ Manages constraints and obstacles, escalates to Stakeholders as necessary Designated Project Manager is vital to the success of the project

10.  Question why  Positive, “can do” attitude  Partner well  Hold team accountable  Respect others Attributes of an effective Project Manager  See the Big Picture, thinks detail  Excel in communication  Organized and disciplined  Lead

11.  Executive Sponsor and/or Steering Committee  Project Manager  Workstream Leads (Payroll, HR, Finance, IT, etc.)  Subject Matter Experts/End Users  Change Management resource Project Management 101 Project Management 101

12.  Identify uncertainties  Assess their potential impacts  Estimate the likelihood  Develop plan to mitigate or control the uncertainties  Prioritize the risk  Periodically review and assess the risk

13. Project Phases and Key Activities

14.  Confirm the business case for and objective of the project  Determine how to meet the project objectives and how success of the project will be measured  Identify the Stakeholder’s expectations  Confirm the scope of the project  Identify the constraints and assumptions  Generate the project budget  Establish change control process  Develop a Communication Plan Proper planning is the foundation of every project.

15.  Create the project schedule (Work Breakdown Structure) o What tasks are needed? o Who is responsible for which tasks? o What are the dependencies? o Determine critical path The longest path of planned activities The longest path of planned activities These activities will determine the duration of the project These activities will determine the duration of the project Key Activities

16.  Develop a risk management plan o Identify known risks and possible risks (constraints) o Pay particular attention to risks with high impact and high probability of occurring  Project budget o Monitor and manage via change control Key Activities

17.  Changes throughout the project are common and to be expected  Purpose of change control ◦ To manage and control changes identified after the scope has been approved ◦ Disciplined process for assessing impact of change to cost, impact of change to cost, schedule and scope/quality schedule and scope/quality Planning Phase – Key Activities

18.  Ensures timely an appropriate communication of all project related information o Communication standards  Identifies communication requirements for all project team members o Meetings (Project Status, Stakeholder, etc.) o Documentation o Action Items Planning Phase – Key Activities

19.  Establishes expectations for project information distribution (who, what, when, how)  Documents process for resolving open items and escalations o Status Report (for reporting period)  Overall status of project  Accomplishments  Areas of Focus  Critical Open Issues and Risks Planning Phase – Key Activities

20.  Project Charter  Mutually Agreed Project Scope  Project Plan  Project Resources  Roles & Responsibilities Definition  Mutually agreed Communication Plan  Risk Management Plan Deliverables

21. Planning is an iterative process and does not end at the end of the phase but continues throughout the project

22. The objective of this phase of the project is to finalize requirements for resources, process and technology to result in an accurately configured solution. In order to get what you want, you must be able to define what you want. Key Activities and Deliverables  Future System Design  Global Requirements  Local Requirements  Reporting Requirements  Integration Requirements and definitions  Updated Project Charter and Project Plan

23. The objectives of the Configure/Build Phase are to complete the configuration based on the requirements documented during the Discovery/Requirements Gathering Phase. Key Activities and Deliverables  Configuration  Integration Development  Report Development  Data conversion  Unit Test  System is prepared for Testing and Training

24. The Test Phase ensures the configured system sufficiently meets documented requirements and users are trained. The Test Phase may consist of various test efforts.  End to End testing  Validates the configuration and that the data flows properly  Confirm the integrations meet requirements  May use subset of test data  Scenario Testing  End users run through real life scripts  Validates configuration meets requirements  Parallel Payroll Testing  Uses actual data from a live payroll, paralleled in new system  Validates the configuration and integrations meet the requirements

25. When the exit criteria for the Test Phase has been met, the project moves into the final phase, Transition/Go Live. This phase is a collection of controls and processes to ensure a smooth transition to a “live” status and a steady state environment. Key Activities and Deliverables: Key Activities and Deliverables:  Training and roll out  Final data conversion  Transition Activities  Transition to Production

27.  A successful project will be a disciplined effort  Set realistic expectations about the transition  Communications need to be clear, concise and in writing  A project plan should be current and at the center of all activities  Tightly manage change control to avoid scope creep  Transparency and consistency are key for success  A comprehensive Change Management Plan will increase adoption

28.  Document or review as-is processes  Identify the difference between policy and practice  Standardize policies, pay type and deductions to the highest degree possible  Ensure standards are valid across all locations and not just HQ- centric, have provisions for local needs Best Practices

29.  Always consider upstream and downstream impacts  Standardization should be the underpinning for an effective information management strategy  Intentionally define roles and processes for transition and steady state Best Practices

30.  Ensure data being migrated is clean data  Use the data from the incumbent payroll system  Identify external constraints (other business activities, competing projects, shutdowns, etc.) Best Practices

31.  Role of Future State Change Agent ◦ Authority to make decision ◦ Drives standardization, challenges need for special requirements ◦ Gets buy-in from organization (at all levels), ensures partnering Best Practices

32.  Partner with vendors ◦ Listen to your vendors, they have experience that you can benefit from ◦ Be open and honest with vendor regarding your constraints ◦ Work together to assess risks Best Practices

33. Change Management is essential to ensure excellence before, during and after the project. It is the bridge between the solution and the results.  Change Management is a systematic and proactive approach to dealing with change  Change Management is: o Creating leadership o Changing attitudes o Communication and Training in order to be able to adopt the change

34. Change Management is essential to ensure excellence before, during and after the project.  Clearly articulate the overall business benefits of the project – why are we doing this now?  Shadow organizations exist mostly because buy- in was never achieved upfront or lost Change Management should start before the project begins and not end until the new solution has been adopted

35. Effectiveness of your Change Management is the key to a successful implementation and will greatly impact excellence after the project  Impact Assessment o Assess the impact of the new solution on your people and processes  Change Management Plan o Defines and implements new procedures and/or technologies

36. Effectiveness of your Change Management is the key to a successful implementation and will greatly impact excellence after the project  Communication Plan o Establishes a common vision and integrated approach to the communication campaign  Training Plan  Ensures end-users are ready to perform tasks in the system prior to go-live and their correct on-going use

37. Effectiveness of your Change Management is the key to a successful implementation and will greatly impact excellence after the project  Readiness – What is a successful end state? o Employees are able to access their data, and request service using new tools and processes o Managers are able to perform their roles using new tools and processes

39. Primary reasons projects fail  Unrealistic expectations  Lack of involvement from Subject Matter Experts/End Users  Requirements are not completely identified  Lack of accountability  Lack of project governance/discipline

40.  Use Technology  Track Progress  Identify Right Resources  Maintain Control  Keep Everyone Informed  All Decisions Made Should Align with Project Objectives  Encourage Peak Performance Successful projects require strong project governance to ensure that the project follows the plans correctly and, as a result, leads to the desired results.

41. Project Governance provides framework for managing the project and keeping it on track.  Provides oversight at multiple levels ◦ Strategic (Stakeholders/Executive Sponsor) ◦ Operational (Project Leadership) ◦ Tactical (Project Manager)

42. Project Governance provides framework for managing the project and keeping it on track.  Stakeholders/Executive Sponsor ◦ Ensure project remains aligned with strategic objectives and direction ◦ Confirm status and resolution of escalated issues or risks

43. Project Governance Project Governance  Review and confirm alignment of program with business strategy and direction  Confirm status or resolution of any escalated issues or risks  Weigh-in on “Go/No Go” decisions Strategic Direction Setting Issue Escalation Strategic  Manage program issues/risks  Track progress against program work plan  Revise milestones and deliverables  Decision of “Go/No Go” events  Confirm transition criteria  Coordinate internal policy alignment  Confirm scope changes Operationa l  Manage program/project team participation  Prepare documentation  Verify activities and tasks have occurred  Verify transition criteria achieved (readiness)  Identify and resolve issues and risks  Monitor and verify operational readiness Tactical Steering Committee (Meet Monthly) Steering Committee (Meet Monthly) Project Leadership Team (Monthly) Project Leadership Team (Monthly) Project Manager (Daily to Weekly) Project Manager (Daily to Weekly) Workstream Leads (Weekly) Workstream Leads (Weekly)  Confirm Interface Requirements  Design Oversight  Review scope impacting transformational activities  Approve Deliverables

45. Do  Ensure Go Live Checklist is complete  Review criteria for a no go decision  Review contingency plans  Determine where and how support will be provided for time critical issues  Ensure pay period schedule dates are accurate  Pay period begin and end date  Pay particular attention to the pay date to ensure it is correct ensure it is correct

46. Do  Ensure all parties (internal and partners) are aware of the cutover dates of the cutover dates  Proactively communicate any known issues and the mitigation plan  Audit, audit, audit  Ensure direct deposit files have been transmitted  Communicate to all, announcing the go live  Clearly document open items, drive to resolution

47. Don’t  Process first payroll without a Contingency Plan  Move forward without successful test results without contingency plans and proactive communications  Move forward with partial set up on test results without contingency plans and proactive communications  Forget to celebrate your success as a project team

49. Ensure the delivered solution meets the documented project objectives  Create transition plan to ensure an organized and effective transition from project team to steady state team  Evaluate training needs – is any retraining necessary  Document ownership of any open items  Project evaluation – did project meet all objectives

50. Thank you and please remember to complete your evaluation for this session.