human resource management system (hrms) steve young chief information officer department of...

Human Resource Management System (HRMS)

Steve Young

Chief Information Officer

Department of Personnel

Pacific NW Government Digital Summit

June 20, 2006

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Pacific NW Government Digital Summit – June 20, 2006


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

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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


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Release 1– Payroll– Personnel– Business Warehouse

Release 2– E-Recruit (custom)– Employee Self-Service– Grievance Tracking (custom)– Qualifications Catalog

Total Cost: $69 million


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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

Deployment

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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

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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

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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


Success Factors

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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”


Success Factors

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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


Success Factors

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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 12-13 core modifications– Approximately 50 external interfaces (not recommended)


Success Factors

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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


Success Factors

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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


Success Factors

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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


Success Factors

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Reliable Estimates– Fixed price– Legislatively directed change order– Project slated to be delivered at budget


Success Factors

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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


Success Factors

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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


Success Factors

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Implementation– Proceeding as planned with last group on July 1st. 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


Success Factors

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Whew!

Thank You!

Questions?


human resource management system (hrms) steve young chief information officer department of...

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