Project Plan. Project Name: OFCCP Compliance, Primary JIRA HRS Prepared By: Brian Schildroth Title: Project Manager Date:

Transcription

1 Project Plan Project Name: OFCCP Compliance, Primary JIRA HRS Prepared By: Brian Schildroth Title: Project Manager Date:

2 Project Plan Approval Signatures Project Name: OFCCP Compliance Project Manager (Signature) Brian Schildroth Project Manager UWSA HR Service Center (Date) Project Sponsor (Signature) Tami Eberle HR Manager UWSA HR Service Center Executive Sponsor (Signature) Al Crist HR Manager UWSA Human Resources (Date) (Date) Page i

3 Document Change Control The following is the document control for revisions to this document. Version Number Date of Issue Author(s) Brian Schildroth Creation Brief Description of Change Brian Schildroth Edits from team review Definition The following are definitions of terms, abbreviations and acronyms used in this document. Term OFCCP AA Candidate Gateway CM EEO Empl EPM GC HR HRS Portal Self-Identify TAM UWSA VEVRAA Definition US Department of Labor s Office of Federal Contract Compliance Programs Affirmative Action office or provision The self-service front-end to Oracle's PeopleSoft Enterprise Recruiting Solutions platform Change Management at the Service Center, which includes communication, documentation and training required Equal Employment Opportunity Employees Enterprise Performance Management data warehouse General Counsel legal advisory department within UW network For this project, refers to the HR module in HRS, typically based on Job Data information Human Resource System software used for Human Resource functions for all UW employees An entrance interface for UW staff, students, and employees with access based on security credentials Providing necessary information to OFCCP regulations Talent Acquisition Management module in HRS, which facilitates recruitment and hiring of employees UW System Administration, often referring to policy department Vietnam Era Veterans Readjustment Assistance Act Page ii

4 Table of Contents 1. PROJECT PLAN OVERVIEW AND CRITICAL ASSUMPTIONS PROJECT WORK PLANS WORK BREAKDOWN STRUCTURE STAFFING PLAN PROJECT SCHEDULE PROJECT BUDGET PROJECT CONTROL PLANS COMMUNICATIONS PLAN QUALITY MANAGEMENT PLAN ISSUE MANAGEMENT PLAN CHANGE MANAGEMENT PLAN RISK MANAGEMENT PLAN PROCUREMENT PLAN... 4 APPENDIX... 5 COMMUNICATIONS PLAN... 5 QUALITY MANAGEMENT PLAN... 5 ISSUE MANAGEMENT PLAN... 5 CHANGE MANAGEMENT PLAN... 5 RISK MANAGEMENT PLAN... 5 PROCUREMENT PLAN... 5 Page iii

5 1. Project Plan Overview and Critical Assumptions The purpose of the Project Plan is to present the detail required to successfully execute and control the project, facilitate communication among project stakeholders, and document approved schedule baselines. The project plan is a living document and is expected to change over time as more information about the project becomes available. A description of the project which this plan represents is as follows: The US Department of Labor s Office of Federal Contract Compliance Programs (OFCCP) enacted new reporting regulations for providing disclosures to veteran and disabled job applicants. The OFCCP project not only incorporates the new policy but also refines the HRS Talent Acquisition Management (TAM) and Human Resources (HR) modules to fulfill the need. The project plan was developed based upon certain key assumptions as noted in the Project Charter. Any changes to these assumptions may impact the project schedule, projected costs, the project scope and/or the project quality. These assumptions are: Compliance with the new regulations is mandatory, and must be accomplished in a timely way. These changes will impact some interoperability with Service Center HR, for example the Portal team s interface. Primary JIRA for the project is HRS with other JIRAs created as needed. 2. Project Work Plans 2.1 Work Breakdown Structure The work breakdown structure identifies the project s tasks to provide a framework for organizing and managing the work of the project. The OFCCP project plan has four major task categories, which all contain a standard set of WBS tasks within, to accomplish successful deliverable. These categories are: 1) Changes to the TAM online module, 2) changes to the HR online module, 3) changes to the self-service Portal interface, and 4) necessary Reports and Batch processing adjustments. Contained within these three major task categories are the following sub-tasks: Discovery and Research Initial Requirements definition Design: both functional and technical Development and configuration, unit testing Testing: system/integration, and QA in regression Change Management: communications, training, and documentation Deployment into Production As mentioned, these activities will be repeated for each of the three major task requirements, with varying levels of effort depending on the specific deliverable. 2.2 Staffing Plan The purpose of the staffing plan is to make certain the project has sufficient staff with the right skills and experience to ensure a successful project completion. Page 1

6 Individuals Al Crist Tami Eberle Brian Schildroth Sheila Whitley Jamie O Donnell Scott Nachazel Jodi Dunn Jason Hardies Brian Zehren Andrew Bade Michelle Running Jesse Czech Project Role Executive Sponsor Project Sponsor Project Manager Technical Lead Policy authority from UWSA Policy Development Lead Developer Developer Testing Lead HR Tester Change Management Lead CM material creation 2.3 Project Schedule The project schedule includes milestones, task dependencies, task duration, delivery dates, and staff resources assigned to complete the tasks. 2.4 Project Budget The project budget describes cost and budget needed to complete the project tasks. Original Baseline is comprised of: Cost Contributor Hours Cost/Hr Baseline Cost Estimate Development from DoIT 268 $104 $27872 Dev planning and Testing facilitation 40 $104 $4,128 Functional resources from Ops group NA NA NA TOTALS 308 $32, Project Control Plans Project Control Plans provide the basis to control and monitor the progress of the project. The Project Control Plan includes the following detail plans that can be found in the Appendix: 3.1 Communications Plan Page 2

7 For day-to-day project management and technical coordination, JIRA is the primary mechanism for communications, and provides an archive on work to date. A JIRA label called OFCCP is used to easily identify and sort for OFCCP project-related JIRAs. Because this is a regulatory compliance project driven by policy changes at the federal government level, primary responsibility for OFCCP communications lies with policy representatives from UW System Administration. Al Crist is the executive sponsor and Jamie O Donnell is the policy representative on the tactical project team. UWSA approves of the communications for OFCCP. The Change Management group within the Communication and Professional Development team also creates and facilitates necessary communication for OFCCP, primarily if there are HRS system changes or an identified need for additional tools and resources. 3.2 Quality Management Plan The quality management approach is to hold go or not-go forward decisions by the Service Center director committee at the appropriate stage-gates. This is primarily done after testing (system, integration, and regression) is complete for a packet of work and the deliverables are ready to move into Production. 3.3 Issue Management Plan The primary means to track issues identified is through the JIRA work management system. This allows team members working the issues to see historical context, status updates, and ultimately record resolution. Any issues or needs identified that are deemed to be out of scope for the OFCCP effort will be referred to the appropriate group for action. 3.4 Change Management Plan Change Management activities for the OFCCP project are primarily led and executed by the Communication and Professional Development team which is managed by Michelle Running. This plan will include tasks and activities involving training, change management, and communication. All of these activities are intended to enhance user readiness by preparing them for the change by providing information on how the new functionality will affect them, providing the tools they need to succeed, and training on any new processes or functionality. Details of the change management deployment plans should be included as an Appendix. 3.5 Risk Management Plan Risks are identified throughout the project. They fall into different categories of influence to include resources, technical risk, and more. To date, most of the project s technical risks have been identified, documented and resolved in JIRA as the functional designs for each deliverable take shape and deliverables move through development and comprehensive testing. The most consistent risk to this project has been team resources, such that the right people are occasionally unavailable to perform certain tasks at the ideal time. This is being monitored through open and transparent communication within the project team regarding vacations and competing priorities, and also externally with OFCCP helpers who are needed downstream to perform testing, for example. Page 3

8 3.6 Procurement Plan Not applicable for this project. Page 4

9 Appendix [Insert each detail plan after the corresponding heading in the following list. Another option is to include a link under the corresponding heading to the detailed plan stored in your project repository. Delete the headings of the plans that are not included. To prepare a plan, refer to applicable templates for each plan.] Work Breakdown Structure Communications Plan Quality Management Plan Issue Management Plan Change Management Plan Risk Management Plan Procurement Plan Page 5