Staff Management Plan Template[1]

< Project Name > Staff Management Plan         July 30, 2004 Office of Systems Integration < Project Name > Project Office of System Integration Staff Management Plan August 5, 2004 Revision History REVISION Initial Draft Revision 1 DATE OF RELEASE July 30, 2004 August 5, 2004 Initial Release PURPOSE Updates as follows: -Moved the RAM Chart from here to the MPP. Approvals NAME ROLE DATE Project Manager < Instructions for using this template are included in the Staff Management Tailoring Guide (SIDdocs 3291) available from the Best Practices web site (http://www.bestpractices.cahwnet.gov). As a minimum, refer to the tailoring guide for all the areas below marked in blue font. Replace these references with project-specific text unique to your particular project needs. (Note that some hyperlinks are also depicted in blue font with underlining. The hyperlinks generally should remain.) > IManage# a146bceb-cf7f-4b6c-a2aa-5a7ecab48b80.doc < Project Name > Project Office of System Integration Staff Management Plan August 5, 2004 Table of Contents 1 INTRODUCTION.............................................................................................................................. 1 1.1 PURPOSE ................................................................................................................................ 1 1.2 SCOPE .................................................................................................................................... 1 1.3 REFERENCES .......................................................................................................................... 1 1.3.1 Best Practices Website ..................................................................................................... 1 1.3.2 1.4 2 Project iManage Repository .............................................................................................. 1 ACRONYMS ............................................................................................................................. 1 STAFF MANAGEMENT APPROACH ............................................................................................. 2 2.1 STEP 1 - STAFF PLANNING ....................................................................................................... 2 2.1.1 Staffing Estimates ............................................................................................................. 2 2.1.2 2.1.3 2.1.4 Staffing Assumptions and Constraints .............................................................................. 3 Project Organization ......................................................................................................... 4 External Project Participants ............................................................................................. 6 2.2 STAFFING ACQUISITION ............................................................................................................ 7 2.2.1 State Staff Acquisition ....................................................................................................... 7 2.2.2 2.2.3 Consultant Acquisition ...................................................................................................... 7 Transition-In Approach...................................................................................................... 7 2.3 PROJECT STAFF ORIENTATION AND TRAINING ........................................................................... 8 2.3.1 Project Orientation ............................................................................................................ 8 2.3.2 On-going Training for Staff ............................................................................................... 8 2.4 STAFF TRACKING AND MANAGEMENT........................................................................................ 8 2.5 STAFF TRANSITION AND DEPARTURE ........................................................................................ 9 2.5.1 Transition-Out Approach ................................................................................................... 9 2.5.2 2.5.3 2.5.4 Transition to Other Projects/Organizations ....................................................................... 9 Replacement of Staff ........................................................................................................ 9 Transition at Project Completion ....................................................................................... 9 ROLES AND RESPONSIBILITIES...................................................................... A-1 RESPONSIBILITY ASSIGNMENT MATRIX (RAM)............................................ B-1 APPENDIX A: APPENDIX B: (Note Re. appendices: be sure that each of your appendix headings uses the style Heading 9.) IManage# a146bceb-cf7f-4b6c-a2aa-5a7ecab48b80.doc ii < Project Name > Project Office of System Integration Staff Management Plan August 5, 2004 List of Tables TABLE 1. NUMBER OF PERSONNEL BY SKILL LEVEL .................................................................................... 2 List of Figures FIGURE 2. OVERALL PROJECT RESOURCE HISTOGRAM............................................................................... 3 FIGURE 1. PROJECT ORGANIZATION CHART ............................................................................................... 5 IManage# a146bceb-cf7f-4b6c-a2aa-5a7ecab48b80.doc iii < Project Name > Project Office of System Integration Staff Management Plan August 5, 2004 1 INTRODUCTION 1.1 Purpose This document describes the Staff Management Plan for the < Project Name > Project. The purpose of staff management is to make certain the project has sufficient staff possessing the correct skill sets and experience to ensure a successful project completion. This document will be reviewed at least annually and updated as needed, as a result of continuous process improvement efforts by the project management team. Lessons learned as a result of continuing staff management efforts will be captured at the end of each project phase and used to improve the division-level standards. 1.2 Scope This Staff Management Plan identifies the process and procedures used to manage staff throughout the project’s life. The plan describes the planning and acquisition of both state staff and consulting staff (from a high-level), describes the responsibilities assigned to each staff, and discusses transition of staff to other assignments. 1.3 1.3.1 References Best Practices Website For guidance on the Office of Systems Integration (OSI) staff management methodology refer to the OSI Best Practices website (BPweb) (http://www.bestpractices.cahwnet.gov). The staff management materials are available through the “By Function-Phase” link, under Human Resources. 1.3.2 Project iManage Repository Refer to the iManage repository located at < path and/or server > for all projectspecific documentation associated with staff management. For more information on the actual staffing levels for the project, refer to the Master Project Plan (iManage #xxxx). 1.4 Acronyms Acquisition Services Program Best Practices for Systems Acquisition web site California Multiple Award Schedule Department of General Services Information Technology Master Services Agreement State Fiscal Year Office of Systems Integration Statement of Work Work Breakdown Structure 1 ASP BPweb CMAS DGS IT MSA SFY OSI SOW WBS IManage# a146bceb-cf7f-4b6c-a2aa-5a7ecab48b80.doc < Project Name > Project Office of System Integration Staff Management Plan August 5, 2004 2 STAFF MANAGEMENT APPROACH The staff management process for the project consists of the following elements.      2.1 2.1.1 Step 1 – Staff Planning Step 2 – Staff Acquisition Step 3 – Staff Orientation and Training Step 4 – Staff Tracking and Management Step 5 – Staff Transition and Departure Step 1 - Staff Planning Staffing Estimates < Refer to Tailoring Guide for suggestions on entering project-specific information. > Staffing estimates were developed based on historical data from other OSI projects. The estimates below show the estimated number of staff for the < Planning and Procurement > phases (SFY xx-xx). Estimates for the < Development and Implementation > phases are shown in Table 2, and are preliminary estimates only. These numbers are the “baselined” plan as presented in < APD/BCP xxx >. The current actual staffing values are maintained in an MS Excel spreadsheet (# xxxx) Table 1. Number of Personnel by Skill Level for < Planning and Procurement > SKILL LEVELS Manager Analyst Technical Consultant REQUESTED 1 2 3 6 RECEIVED 1 2 TBD 6 COMMENTS Requested in BCP #xx Table 2. Projected Number of Personnel for < Development/Implementation > SKILL LEVELS Manager Analyst Technical Consultant PROJECTED NUMBER 1 5 10 15 ESTIMATED NEED DATE mm/yyyy mm/yyyy mm/yyyy mm/yyyy The project is staffed with a mixture of state and consultant staff. The current ratio of state to consulting staff for the next fiscal year is shown in Figure 1. The projected labor hour summary is depicted in Figure 2. IManage# a146bceb-cf7f-4b6c-a2aa-5a7ecab48b80.doc 2 < Project Name > Project Office of System Integration Staff Management Plan August 5, 2004 Figure 1. Resource Levels by State Fiscal Year Num be r of Staff by SFY 12 10 Number of Staff 8 Consultant State 4 6 2 0 SFY 03/04 SFY 04/05 SFY SFY 05/06 Figure 2. Planned Labor Hour Usage by Month Labor Hour Summary 3500 3000 Labor Hours (Monthly) 16000 14000 12000 10000 Labor Hours (Cumulative) 2500 2000 8000 1500 6000 1000 500 0 4000 2000 Apr04 1000 1280 1280 May04 1000 1280 2560 Jun04 1100 1300 3860 Aug04 1500 1760 6870 Sep04 1550 1720 Oct04 1500 1700 Nov04 1150 1500 Dec04 1200 1480 Jan05 1350 1690 Feb05 Mar05 Apr05 May05 Jun05 0 Jul-04 1050 1250 5110 Consultant Hours State Sraff Hours Cumulative 8590 10290 11790 13270 14960 14960 14960 14960 14960 14960 2.1.2 Staffing Assumptions and Constraints The following are the assumptions and constraints that pertain to the staffing profile and estimates. – – All project staff will be located on-site at the project. State staff are assumed to be full-time. Consultants are assumed to be full-time unless otherwise stated. IManage# a146bceb-cf7f-4b6c-a2aa-5a7ecab48b80.doc 3 < Project Name > Project Office of System Integration Staff Management Plan August 5, 2004 – There are staff within state service who possess the desired and required skill sets for the vacant positions. < Refer to Tailoring Guide for suggestions on entering project-specific information. > 2.1.3 Project Organization The project office is responsible for management of the effort to < procure a prime contractor for the xxx system >. The office is responsible for the management and coordination of < procurement activities related to the Request for Proposal and evaluation of proposals >. The following organizational charts depict the reporting structure for the project (i.e., the chain of command) and the functional teams supporting the project. The current organization charts are available in iManage, #xxxx and xxxx, respectively. < Refer to Tailoring Guide for suggestions on entering project-specific information. The following charts are samples. > IManage# a146bceb-cf7f-4b6c-a2aa-5a7ecab48b80.doc 4 < Project Name > Project Office of System Integration Staff Management Plan August 5, 2004 Figure 3. Organization Chart - Reporting Structure DGS Director < Vacant > HHSDC Director Bob Austin CDSS Director < Vacant > Systems Integration Divsion Christine Dunham XX Company (IV&V) < Mgr Name > DGS Analyst < Name > xxxx Project Manager < Name > Legal Counsel < Name> xx Program Chief < Name> Admin Manager < Name > < Staff Names > IT Manager < Name > < Staff Names > XX Company (QA) < Mgr Name > < Consultant Names > Systems Engr Mgr < Name > < Staff Names > Procurement Mgr < Name > < Staff Names > < Staff Names > IManage# a146bceb-cf7f-4b6c-a2aa-5a7ecab48b80.doc 5 < Project Name > Project Office of System Integration Staff Management Plan August 5, 2004 Figure 4. Organization Chart – Functional Teams Executive Secretary Project Manager --------Assistant Project Manager(s) Independent Verification and Validation (IV&V) External Support Program/Customer Organization Representative State Legal Counsel Private Legal Counsel DGS Representative System Architect Executive Customer Liaison Administration Chief Administrative Officer Administrative Support Project Planner/Scheduler Business Services Human Resources Support Project Librarian Configuration Manager Deliverable Monitor Financial/Contract Management Chief Financial Officer Financial Analyst(s) Consultant Contract Manager Procurement RFP Manager/ Prime Contract Manager System Engineering System Engineering Manager Implementation Implementation Manager Business Process Coordinator Conversion Manager Infrastructure Manager Training Manager Operations Manager User Oversight Manager Requirements Engineering Quality Assurance Quality Assurance Manager/Auditor Requirements Manager Interface Manager Subject Matter Experts/ User Representatives Process QA Product QA Process Auditor(s) Process Improvement Manager Metrics Manager Verification System Engineer(s) Subject Matter Experts/ User Representatives Validation - Test and Evaluation Test Manager Test Engineer Project IT Support IT Manager Help Desk Staff Network Administrator(s) Project Toolset Developer/Maintainer(s) Webmaster(s) Office Support Other Stakeholders: Receptionist Office Technician(s) DOIT, DOF, DOF/TIRU, Agency, Feds, HHSDC Budgets, Customer (DHS, CDSS, etc.), Legislature, Advocates and Advisory Groups Page 1 of 1 Dec 1, 2003 10:56 AM 2.1.4 External Project Participants The following section describes the organizations external to the project that support or participate in the project’s functional teams. < Refer to Tailoring Guide for suggestions on entering project-specific information. > 2.1.4.1 Office of Systems Integration (OSI) OSI is the parent of the project and provides support by processing the requests for staffing, training, personnel transactions and consultant acquisitions, and coordinating responses to questions from state control agencies such as the Department of Personnel Administration and the State Personnel Board. 2.1.4.2 Sponsor: < name of department > < Name of sponsoring organization > is the executive sponsor for the < Project Name > project. The Sponsor is responsible for setting policy and program vision, interpreting federal requirements and regulations, and developing state regulations IManage# a146bceb-cf7f-4b6c-a2aa-5a7ecab48b80.doc 6 < Project Name > Project Office of System Integration Staff Management Plan August 5, 2004 to ensure program requirements are clearly communicated. The Sponsor provides subject matter experts on a full-time basis to respond to questions regarding program and policy requirements. Legal Counsel The project sponsor provides legal counsel to the project. The legal counsel is assigned full-time to the project for the duration of the procurement phase. Counsel is available on-site at the project. 2.2 2.2.1 Staffing Acquisition State Staff Acquisition The project’s Chief Administrative Officer is responsible for preparing the position descriptions and minimum qualifications for requested state staff. The project office coordinates with OSI’s Human Resources Branch to determine the appropriate staff classification, advertise the positions, schedule the interviews, and select the staff member. For more information, refer to the State Personnel Board for more information on the state hiring process and the OSI Administrative Manual, Human Resources section. < Refer to Tailoring Guide for suggestions on entering project-specific information. > 2.2.2 Consultant Acquisition The project’s Contract Manager and the appropriate functional manager are responsible for developing the Statement of Work (SOW) for consultants and determining the minimum and desirable qualifications. The Contract Manager coordinates with OSI’s Acquisition Services Program (ASP) to select an appropriate contract vehicle, solicit proposals from the bidder community, coordinate the review of proposals, schedule vendor interviews, and make the final selection. The type of contract vehicle chosen (e.g., California Multiple Award Schedule (CMAS), Master Services Agreement (MSA), competitive bid) will govern the specific steps and terms of the procurement. For more information, refer to the OSI ASP website, the project’s Contract Management Plan (iManage #xxxx), and the Department of General Services (DGS) website. < Refer to Tailoring Guide for suggestions on entering project-specific information. > 2.2.3 Transition-In Approach < Refer to Tailoring Guide for suggestions on entering project-specific information. > IManage# a146bceb-cf7f-4b6c-a2aa-5a7ecab48b80.doc 7 < Project Name > Project Office of System Integration Staff Management Plan August 5, 2004 2.3 2.3.1 Project Staff Orientation and Training Project Orientation When new staff join the project, the Chief Administrative Officer provides an orientation to the project. The orientation discusses the following topics: – – – – – – – Background of the Project Current Status of the Project Specific Job Duties and Expectations Introduction to the Staff and Consultants Overview of the Facility and Infrastructure Overview of the Project Processes (including time reporting, attendance, and status meetings) Review of Confidentiality and Conflict of Interest The appropriate state manager then reviews with staff their current job skills and discusses mandatory or desired training with the staff. Typical types of training which may be required or of use to staff include: – – – Introduction to Project Management Principles Domain/Business Training (e.g., welfare, child welfare) Introduction to OSI’s Best Practices < Refer to Tailoring Guide for suggestions on entering project-specific information. > 2.3.2 On-going Training for Staff The state manager and their staff develop plans for training, which are documented in the < staff’s Individual Development Plan (IDP) and/or the Project Training Plan >. Staff are responsible for requesting training and maintaining records of training attended. At the start of each project phase or new milestone, the functional managers review their staffs’ skill sets against the new roles and responsibilities needed for the phase. The functional manager and staff discuss where additional training may be needed to ensure staff are effective in their job during the next phase/milestone of the project. < Refer to Tailoring Guide for suggestions on entering project-specific information. > 2.4 Staff Tracking and Management < Refer to Tailoring Guide for suggestions on entering project-specific information. > IManage# a146bceb-cf7f-4b6c-a2aa-5a7ecab48b80.doc 8 < Project Name > Project Office of System Integration Staff Management Plan August 5, 2004 2.5 2.5.1 Staff Transition and Departure Transition-Out Approach < Refer to Tailoring Guide for suggestions on entering project-specific information. > 2.5.2 Transition to Other Projects/Organizations In the event staff, desire to transition to another project prior to the completion of the procurement, the staff’s functional manager will assume or re-assign the departing staff’s responsibilities. The OSI Human Resources staff are responsible for coordinating the completion and transfer of personnel records to the new project/organization. The staff’s functional manager is responsible for ensuring any pending work is transferred to a remaining staff member to ensure timely transition and completion of the work. If appropriate, the receiving staff may request additional training to support the new responsibilities. At a minimum, job shadowing is performed for the at least one week before staff transition off the project. < Refer to Tailoring Guide for suggestions on entering project-specific information. > 2.5.3 Replacement of Staff State staff vacancies are addressed through the normal state hiring process. The project office works with the OSI Human Resources to advertise positions and perform interviews as discussed in Section 2.2.1. Consultant staff are replaced in accordance with the procedures of their SOW. Resumes for proposed replacements must be submitted for state approval. Replacement staff must meet the original minimum qualifications for the position and generally are subject to an interview in addition to a review of their resume and qualifications. Prior work references may also be checked. Where possible, the replacement staff should begin work prior to the original staff’s departure to ensure appropriate transition of responsibilities and knowledge. < Refer to Tailoring Guide for suggestions on entering project-specific information. > 2.5.4 Transition at Project Completion < Refer to Tailoring Guide for suggestions on entering project-specific information. > IManage# a146bceb-cf7f-4b6c-a2aa-5a7ecab48b80.doc 9 < Project Name > Project Office of System Integration Staff Management Plan August 5, 2004 APPENDICES IManage# a146bceb-cf7f-4b6c-a2aa-5a7ecab48b80.doc < Project Name > Project Health and Human Services Data Center Staff Management Plan August 5, 2004 Appendix A: ROLES AND RESPONSIBILITIES The following are the primary roles and responsibilities for the project office staff. < Refer to Tailoring Guide for suggestions on entering project-specific information. > Position Title: < State Classification / Consultant > Role Description.   Responsibilities Responsibilities IManage# a146bceb-cf7f-4b6c-a2aa-5a7ecab48b80.doc A-1 < Project Name > Project Health and Human Services Data Center Staff Management Plan August 5, 2004 Appendix B: RESPONSIBILITY ASSIGNMENT MATRIX (RAM) The following are the responsibility assignments for the project office staff as they relate to functional deliverables. < Refer to Tailoring Guide for suggestions on entering project-specific information. > IManage# a146bceb-cf7f-4b6c-a2aa-5a7ecab48b80.doc B-1