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Project Charter Sap Implementation - PowerPoint

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					HR-PAYROLL PROJECT




         Project Update
         April 14, 2004
Goals of the HR-Payroll Project – Payroll Phase

• Migrate from paper to web-based transactions

• Leverage SAP and other technologies

• Simplify and standardize business processes

• Single point of data entry

• Faster process flow

• Integrated systems

• People’s HR records correct, paid correctly and timely

• On time / On budget
Status of Business Process Redesign Teams
                                                                                              Report
     BPR Team                        Purpose                  First Meeting   Last Meeting
                                                                                             Complete
Admin. and SRS
Absence Tracking       Tracking Admin and SRS vacation
                                                                12/12/03        3/01/04
                       and certain medical-related absences

Hourly Timesheet
                       Replacement for e-time                    9/24/03        12/17/03       Yes

Salary Dist. & Cert.   Replacement for DACCA, DINDI, and
                                                                 9/11/03        11/18/03       Yes
                       SANDI
Employee Health &
Welfare Benefits       Behind the scenes processing of EB
                                                                12/18/03        2/06/04        Yes
                       benefits and taxable benefits

Graduate Payroll
                       Graduate student pay / tuition            3/09/04        3/28/04

Managing Payroll
Deductions             Behind the scenes processing of
                                                                11/17/03        12/15/03       Yes
                       payroll deductions (i.e., parking)

Non-Resident Alien
                       Federal taxes for internationals           TBD             TBD

Academic & Other
Monthly Pay            Faculty Payroll                           3/12/04          TBD


Casual Labor
                       Appointment process for vouchers         11/06/03        2/23/04        Yes
Payroll Phase Timeline

•   Project Preparation

      February – May 2004

      Organizational Change Management Team kicked off Feb. ’04

•   Blueprinting

      May – November 2004

•   Realization

      November 2004 – June 2005

•   Final Preparation

      July 2005 – December 2005

•   Go Live!

      January 2006
Organizational Change Management Team
Why do we need an Organizational Change Management Team?

• Since the beginning of the HR-Payroll Project, organizational change
  issues have been recognized as critical to the success of the
  implementation of SAP.

• Because the anticipated impact of the Payroll SAP module
  implementation is extensive, reaching all employees and students,
  the approach to managing the changes requires a broad outreach
  strategy, employing a broad base of business owners and
  stakeholders.

• As a result, the Organizational Change Management Team was
  formed to further identify and address issues associated with
  anticipated changes and impacts for employees and departments.
Organizational Change Management Team Membership


                      Training
                        Irina                                      Change
                                                                 Management
                     Vainstock          Communication
                                        Diana Hughes             Alyce Johnson
        Risks          IS & T
                                                                  HR-Payroll
    Kathleen Flynn                        HR-Payroll
                                           Project                 Project
       Human
      Resources        Roles and
                     Responsibilities            Central Admin
                                                    Rollout
                       Kathie Lalor
                                                 Jean Roberge          Lincoln Lab
                      Leslie Wright
                                                 Sue St.Croix             Pam
                         Payroll                                         Weldon
                                                     CAO
                                                                       Lincoln Lab
                                      Students
                                   Cynthia Stanton
                                        SFS
Organizational Change Management Team
What is the Charge of the Team?

•   Translate and deliver future business process into a new organization design

•   Conduct change management assessment workshops to determine appropriate
    interventions (transition baseline review) as a mechanism to track/monitor the
    effectiveness of the team’s strategies

•   Conduct and manage organizational risk activities

•   Review and propose new roles and responsibilities

•   Coordinate communication planning effort

•   Coordinate training development and training delivery

•   Create detailed transition strategy plan to assure efficient transition to the future
    organization design

•   Work with impacted areas and their employees and students to help facilitate
    a smooth transition
Organization Change Management – Central Administration

Bus Process      CAO Non   SVC           Human       IS&T   OSP   Budget   Data
                 Payroll   Ctr/Payroll   Resources                         Warehouse

Admin & SRS
Absence
Tracking
Hourly
Timesheet

Salary
Distribution &
Certif ication
Employee
Health &
Welf are
Benef its
Graduate
Payroll

Managing
Payroll
Deductions
Non-Resident
Alien

Academic &
Other Monthly
Pay
Casual Labor
Organization Change Management – Central Administration
                                               Organizational Change Management
                                                DRAFT Resource Group Charter

       A. Resource Group Membership

       Sponsor:               HR/Payroll Organization Change

Team Lead:     Jean Roberge/Sue St.Croix



•       Representatives whose organization will be affected by the project outcomes; has a vested interest in the project
deliverables and/or impact on the organization

•      Represents a department, school or other constituency of the MIT community (e.g. students) – this team is for central
administrative departments.

       B. Justification

         Since the beginning of the HR-Payroll Project, organizational change issues have been recognized as critical to the
success of the implementation of SAP. The anticipated impact of the SAP implementation is extensive, reaching all employees
and students, the approach to influencing and managing the changes requires a broad outreach strategy, employing a broader
base of business owners and stakeholders. As a result, the Organizational Change Management Team (OCM) was formed to
further identify and address issues associated with anticipated changes and impacts for employees and departments.
         Central Administration departments will be uniquely impacted by the broad business, organizational, and procedural
changes. It is key that these changes are reviewed and understood prior to implementation.
Organization Change Management – Central Administration

                                          Organizational Change Management
                                      DRAFT Resource Group Charter (continued)
     C. Description:


 • Act in an advisory capacity; provides input and feedback on the work of the Project.
 • Meet periodically to review and advise on the progress of the work
 • Communicate the status and the progress of the proposed work, when appropriate, to the department, school or other
 constituency that the Member represents
 • Solicit feedback from others in their organization on issues or questions relative to the work of the Project.

     D. Deliverables: to be determined; may include:


 •   Risk analysis results
 •   Risk Mitigation Plan
 •   Communication Plan
 •   Training Plan

     E. Success Criteria:

 • Business owners at all levels are engaged and partner in the policy and process changes
 • There is support around early policy and practice changes
 • Employees and students have a clear understanding of what is expected of them and are able to adapt to the new
 processes
 • DLCs have clear direction and understanding of new processes
 • Impacted employees are engaged in the change process

				
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