Kronos Project Charter Human Resources at UC Berkeley

Document Sample
Kronos Project Charter Human Resources at UC Berkeley Powered By Docstoc
					                                  Kronos 6.2 Project Charter



 Project Name:             Campus Wide Implementation of a Standardized Timekeeping System –
                           Kronos 6.2
 Prepared by:              Steven McCabe - Project Manager
 Date (MM/DD/YYYY):        June 30, 2011

 Project Charter Version History:
 Version     Date                Comments (Draft, Signed, Revised – current status)
             (MM/DD/YYYY)
 1           06/30/2011           As submitted to the OE Program Office


Document Purpose
The Project Charter documents the formal conversation between the Project Sponsor
and the Project Manager/Team, including the definition of success for the project.


Once approved, the Project Charter communicates the current agreement between the
Project Sponsor and the Project Team throughout the lifecycle of a project. The Charter
provides a high-level overview of the project including the definition of project success,
and project resource (people and funds) requirements.


Requests and additions to the project scope are considered “out-of-scope” for the
current project. When a scope change is required, document a change request that
includes an impact analysis of project cost, resources, schedule, and risk. The Project
Sponsor then formally approves the scope change request.

The project manager will retain additional documents that provide detail on the
management of the project, including a communications plan, an issues log, a risk log, a
change management plan, a budget, and a work schedule.

 Review & Approval
 The Project Sponsor signature indicates approval of the Project Charter, and authorizes
 the Project Manager/Team to use identified resources to proceed with the detailed
 planning and execution of the project; using this charter as guide
 Project Sponsor(s) Name              Signature                                         Date
 Jeannine Raymond
 Assistant Vice Chancellor
 HR


OEPM101 Kronos Project Charter                                                        Page 1 of 11
                                 Kronos 6.2 Project Charter

A. Case for Change
What is the Current Situation?

UC Berkeley departments currently employ a wide variety of time reporting
methodologies and compensation calculation procedures. This variation leads to
significant fiscal and compliance risk associated with the University’s annual payroll of
approximately $930,000,000.

Current issues include:
  1. Costly variation in administration of pay rules - Departments have created their
 own systems to track time worked and leave taken, leading to differences in
 interpretation of pay rules that affect vacation accrual rates, payout amounts upon
 separation, and differences in other aspects of time reporting that have a financial and
 compliance impact on the University.
 2. Redundant departmental expense required to maintain individual systems -
 When there is a change in pay rules, as occurs when collective bargaining
 agreements change, each department implements the pay rule change on its own
 resulting in widespread redundancy of efforts as well as multiple interpretations of
 how to implement the change.
 3. High workload required for payroll staff – The lack of standardized tools and
 methodologies results in increased workload of staff now charged with collecting and
 entering time for department employees, and for staff who must manually feed leave
 usage into the payroll system.
 4. The move to shared services centers – One of the lessons learned from setting
 up the HR Center was that standardizing timekeeping procedures is an essential
 prerequisite for moving this function from multiple departments into a shared services
 center.


B. Purpose
What problem will be solved by the project? What value does this project add to the
organization? How does this project align with the strategic priorities of the
organization? What benefits are expected once the project is completed?

Implementing a standardized timekeeping system is a widely recognized step that UC
Berkeley can take to help achieve the goals of Operational Excellence (OE).
Specifically, this project supports the following OE Mission components:
       Financial Sustainability, and
       Organizational Performance

The key goals and objectives of this project are:
      Standardizing business processes
      Reducing payroll errors and associated costs by increasing timekeeping
OEPM101 Kronos Project Charter                                             Page 2 of 11
                                 Kronos 6.2 Project Charter

       accuracy
       Reducing costs to accurately process leave accruals and usage
       Minimizing regulatory risk
       Increasing productivity due to reduction of administrative tasks
       Automating timekeeping for all employees across the Campus, excluding those
       faculty that do not accrue leave
       Tracking of employee labor hours against work orders, grants and projects
       Providing ready access to information so supervisors and managers can quickly
       make decisions

 The deliverables of this project will include:
       Standardized pay rules, work rules and pay cycles for UCB
       The Campus infrastructure needed to support a common system
       Migrating all employees from the current patchwork of timekeeping systems
       into a single centrally-supported system with associated PPS and HCM
       interfaces
       Support and training on an ongoing basis


C. Results
What does success look like? How do we know that the problem described above is
resolved? This typically involves clarifying metrics for operations once the project is
completed.

#   Success Measure
1   Kronos successfully implemented on time and within budget
2   Users feel heard and are satisfied it meets their needs
3   The project teams work collaboratively, swiftly, and in a highly synchronized
    manner toward the same goals
4   Standardized pay rules for the Campus have been implemented
5   Payroll accuracy is measurably improved
6   FTE needed to process timekeeping is reduced




OEPM101 Kronos Project Charter                                             Page 3 of 11
                                 Kronos 6.2 Project Charter



D. Scope
The scope defines the boundaries in terms of where the project begins and ends. The
scope describes what will be delivered - where, when, and how. It describes the
services, functions, systems, solutions, or tangible products for which the sponsor will
take delivery.

Kronos will be used by:
      All employees on Campus that report time worked (i.e. positive pay), and/or
      leave used
      Employees assigned to contract and grant funded projects
      Faculty who are on 11/12 schedules who report leave usage

Not in Scope: Employees who do not accrue leave (e.g. most faculty). There may be
other small groups of employees in special categories to be determined during the
fit/gap phase.


E. Project Constraints & Assumptions
List the known and anticipated constraints, and the initial assumptions for the project.

#      Name
1      Project team members will be able to make the necessary time commitments to
       move the project forward

2      Central HR and Payroll will be responsible for defining and enforcing
       standardized pay rules and pay cycles for the Campus

3      Any required Union negotiations can be completed in a timely manner

4      Design decisions will be made quickly and definitively – (e.g. should Berkeley
       implement factored leave accrual, and/or will Kronos be the system of record for
       accrual calculations)

5      End-users who are part of the migration will participate in the training that will be
       available
6      The scheduled move of the UCB mainframe applications to UCOP this October
       will not cause significant delays
7      The design will be aligned with the new UCOP payroll and HR information
       system to the maximum degree possible without compromising the timing of this
       implementation
OEPM101 Kronos Project Charter                                               Page 4 of 11
                                 Kronos 6.2 Project Charter



F. Project Milestones & Deliverables
List the major milestones and deliverables of the project.
          Milestone                             Deliverables                  Date
Project Kickoff Meeting        Project kick off and solution overview      Completed
                               meeting with Kronos, the Project Team       June 8,
                               and the key Stakeholders.                   2011
Planning/Data Gathering               Accrual Policy Worksheet             Complete
Phase                                 Organizational Structure             by
                                      Worksheet                            Mid July
                                      Pay Policy Groups Worksheet          2011
                                      Assessment Readiness Review
Assess/Design Phase                   Technical Architecture Design        Complete
                                      Document                             by
                                      Product Design Document              Late
                                      Custom Development Design            October
                                      Document                             2011
                                      Interface Design Document
                                      Data Collection Terminal
                                      (timeclock) Installation Plan
Solution Build Phase                  Unit Test Plan                       Complete
                                      Software Installation                by Late
                                      Solution Build                       December
                                      Unit Testing                         2011
Test and Certify Phase                User Acceptance Testing              Complete
                                      Integration Testing                  by
                                      Validate Education Strategy          January
                                                                           2012
Deploy and Support Phase               Deployment Readiness Review         Begins
                                       Cutover and Migration Plan          March 2012
                                       Production Deployment (Pilot)
                                       Additional Deployments
Transition to post                     Transition Plan                     TBD
implementation support




OEPM101 Kronos Project Charter                                          Page 5 of 11
                                 Kronos 6.2 Project Charter

G. Impact Statement
List the impact this project may have on existing systems and populations.
       Potential Impact                 What and Who is Impacted               Rating (1-5)
Changes to the way              All employees at UCB                           4
employees record time
Changes to existing pay         Numerous departments across Campus             4
rules and pay cycles
Move to factored leave          Potentially all employees on Campus,           4
accrual (may be delayed         Central Payroll
due to systemwide project)
Kronos may become the           PPS derived calculations would be              3
system of record for accrual overwritten
calculations
Changes in roles and            Departments or other units that process        3
practices in the departments pay
1 – Low, 3 – Medium, 5 –High

H. Finance Description
Provide a high level narrative overview on the estimated investment requirements, the
savings targets, and the ongoing funding model.

This project requires an investment of OE funding of $2.9 M in addition to $275 K from
Student Affairs and reassignment of existing resources from HR, Payroll, and IST. The
on-going costs will be borne by the latter three departments using existing FTE. The
OE investment covers the cost of:
       Additional Kronos licenses
       Hardware one-time costs
       Consultants to assist with developing common pay rules, communication,
       department record clean up, and training
       System design and implementation

The potential savings are derived from a reduction in FTE needed to maintain
decentralized systems, and FTE needed to process timekeeping in home grown
systems on a monthly basis; reduction in the cost of errors; and redeployment of staff
time to other work. Saving are estimated to be $3.2 M annually.

Following initial deployment, there will be the following on-going needs:
       Help desk (IST)
       System maintenance (HR and IST)
       Alignment with UCOP solution in 3-4 years (HR, IST, Payroll)
       Maintenance of pay rules (HR and Payroll)


OEPM101 Kronos Project Charter                                              Page 6 of 11
                                 Kronos 6.2 Project Charter

I. Risks
Identify the high-level project risks and the strategies to mitigate them.

                  Risk                                   Mitigation Strategy
 Financial Risk                       Detailed project/resource plan will be implemented.
                                      Changes to project scope and/or schedule will be
                                      indentified and communicated to stake holders.
                                      Corrective action taken as needed.
 Resources unavailable                Detailed project/resource plan will be implemented.
                                      Changes to resource availability will be identified
                                      and communicated to stake holders. Corrective
                                      action taken as needed.
 Business disruption                  Phased rollout. Knowledge and experience gained
                                      during the initial pilot implementation will be applied
                                      to subsequent phases. Ongoing risk management.
 Accuracy of migration data           Establish data audit process prior to migration and
                                      validate during the migration process.
 Design decisions will need to be     Clearly establish decision rights and associated
 made quickly and definitively        process.
 Union negotiations will be           Engage the Unions as early as possible with
 required                             detailed plans about needed changes.

 Implementation timing of central     Establish frequent two-way communication with
 payroll and human resources          UCOP and associated stakeholders on Campus.
 systems at UCOP

 The scheduled move of the UCB        Establish frequent two-way communication with
 mainframe applications to            UCOP and associated stakeholders on Campus.
 UCOP this October could impact
 the interface design work
 Kronos may not provide all of        Engage customer throughout the development
 the required features/functions      lifecycle. Communicate issues to stakeholders.
 Interfaces not completed on          Provide weekly updates on status. Track as issue.
 schedule
 Errors in system not found until     Cutover and migration plan developed and tracked
 after Go Live                        by team. Rehearsal pre – “Go Live” to insure
                                      preparations and contingencies are in place.
 Users have difficulty using          Provide training and assistance to end users.
 Kronos
 Help Desk not prepared to            A process will be defined to keep the Help Desk
 support the application in a         informed about this project and its deliverables.
 production capacity post “Go         Additional deliverables will be included to insure
 Live”                                proper documentation is sufficient for Help Desk.


OEPM101 Kronos Project Charter                                               Page 7 of 11
                                 Kronos 6.2 Project Charter

J. Communication
Highlight the communication requirements between the Sponsor, the Key Stakeholders
and the Project Team, including the frequency of check-ins, project reviews, and status
reports (in person and written).



The sponsor attends all steering committee meetings scheduled every three weeks. In
between these meetings are the following:
      User/stakeholder meeting (from 20 strategically selected departments) – meet
      every 2 Weeks during the design phase, then less frequently during the
      implementation
      Project team meetings every week
      OE project manager meetings as scheduled by the OE Program Office

Up-to-date information is posted regularly for campus readers on the HR website. This
includes FAQs in response to questions received by the project team and user group.
Project materials are posted on Cal Share for the steering committee as a common
work space. Selected materials are posted on bSpace for OE purposes.




OEPM101 Kronos Project Charter                                          Page 8 of 11
                                 Kronos 6.2 Project Charter



           Appendix A - Project Roles & Responsibilities
Describe the roles and responsibilities of the project participants.

 The Project Sponsor has ultimate authority over the project. The sponsor provides
 resources, helps resolve escalated issues, approves scope changes, approves major
 deliverables, and provides high-level direction.
 Name
 Jeannine Raymond
 Assistant Vice Chancellor – HR



 The Functional Owner is responsible for managing the impact of the project within
 their functional area. Their responsibilities include ensuring agreed-upon project tasks
 and deliverables are completed, incorporating the views of their customers, providing
 functional expertise in a particular area, articulating requirements, and working to
 ensure that business needs are met.
 Name
 Lisa Coulter, HR



 The Project Manager leads the team in planning and implementing the project from
 initiation to closure. Their responsibilities include scope and change management,
 keeping the project plan current (deliverables, schedule, and resources), issue and
 risk management, maintaining project documents, reporting project status, and
 facilitating conflict resolutions within the project and between cross-functional teams.
 Name
 Steven McCabe, Student Affairs




OEPM101 Kronos Project Charter                                             Page 9 of 11
                                 Kronos 6.2 Project Charter


 The Project Steering Committee includes key stakeholders and subject matter
 experts. The steering committee provides guidance on key issues.
 Name
 Jeannine Raymond, HR, Chair
 Heather Archer, Academic Personnel Office
 Lisa Coulter, HR
 Deb Harrington, HR-Labor Relations
 Steven McCabe, Student Affairs
 Skip Noble, Facilities
 Jean Nordstrom, Payroll
 Delphine Regalia, Controller’s Office
 Theresa Richmond, HR Center
 JR Schulden, IST
 Elise Woods, Library



 The Subject Matter Expert (SME) provides expertise on project elements including
 business process and current or new technical solutions. Their responsibilities include
 maintaining up-to-date experience and knowledge on the subject matter, validating
 recommendations, and providing advice on what is critical to the performance of a
 project task.
 Name
 Lisa Coulter – HR
 Jean Nordstrom – Payroll
 Deb Harrington – Labor Relations
 Crystal Parkinson – Payroll
 Cynthia Davis – Student Affairs




OEPM101 Kronos Project Charter                                          Page 10 of 11
                                 Kronos 6.2 Project Charter


 The Team Members responsibilities include understanding the work to be completed,
 completing the research, data gathering, analysis, and documentation. They inform
 the project manager and team members of issues, scope changes, risks, and quality
 concerns. They also proactively communicate status and manage expectations.
 Name                                    Roles
 Lisa Coulter                            Functional Lead
   Business Analyst 4 – vacant           Business Analyst
   Business Analyst 3 – vacant           Business Analyst
 Katrina Spencer                         Change Management Lead
   Timekeeping Analyst – vacant          Timekeeping Analyst
   Communications Specialist - vacant    Communications
   Technical Trainer – TBD               Trainer
 Lyuda Kerman                            Technical Lead
   Mona Irwin                            Application Support
   Yolanda Jaggers                       Application Support
   Frances Kendall                       Database Administration
   Mike Blasingame                       Windows Server Team Lead
   Tony Roybal                           Helpdesk Lead




OEPM101 Kronos Project Charter                                      Page 11 of 11

				
DOCUMENT INFO
Shared By:
Categories:
Tags:
Stats:
views:5
posted:10/15/2012
language:Unknown
pages:11