UC Payroll Personnel System (PPS) Initiative CITI Presentation. May 27, 2011

Transcription

1 UC Payroll Personnel System (PPS) Initiative CITI Presentation May 27,

2 Agenda Project Status Implementation Assumptions Early Adopters Why UCLA Service Delivery Model Time & Attendance System UC Irvine Approach Interested Departments Communications & Next Steps 2

3 Project Status Final report to Regents in July Vendor choice (June 2 nd decision) Implementation order Final timeline (multiple implementation waves, projected completion 36 months) Current UCLA involvement Sponsor Group Jack Powazek Management Workgroup Sue Abeles (Co-Chair) IT Leadership Council Andrew Wissmiller Service Delivery Model Workgroup Payroll, HR, Academic Personnel HR and PR Functional Workgroups Campus and Medical Center Chief Human Resource Officers and representatives, Campus Payroll 3

4 Implementation Assumptions Systemwide Process Design or Blueprinting UC-wide requirements for standardization / simplification / harmonization of business processes and practices To ensure UC-wide needs are addressed, all locations must be involved from the outset PMO at each location (larger team at early adopter locations) Align & coordinate project activities Execute local communications Perform data cleanup, conversion and/or testing as needed 4

5 Why an Early Adopter Approach? Manages risk and demonstrates early success Takes advantage of early adopters motivation to succeed Project benefits are highly valued and/or strong commitment to project goals Willingness to engage in potentially greater work effort in order to pave the way Necessary ingredients in place to succeed Provides proof of concept/refinement of approach and methodology Spreads out implementation workload and builds expertise/resources Subsequent waves can be more efficient/effective 5

6 Early Adopter Selection Criteria Strongest motivation to succeed Senior leadership Project staff Motivated to achieve benefits Strongest potential to succeed Key readiness and implementation success factors in place Strong commitment to address any gaps Representative of UC complexity/diversity but manageable size 1 campus & 1 medical center 1 large campus, 1 small campus, and 1 medical center Typical environment 6

7 Key Success Factors for Early Adopters Sponsorship and Campus Commitment Executive level engagement/endorsement Participation at operational level Effective decision-making process Commitment to be flexible and fully supportive of business changes Business Readiness and Change Management Proven track record of internal communication on project progress Campus project sponsors in place and senior management communicating frequently Consistent messaging and support for necessary change Understanding of project goals, benefits, and expectations and active engagement in change process Support business practice standardization, centralization, shared services, and operational efficiency 7

8 Key Success Factors (cont.) Project Management Assign and retain functional & technical resources for dedicated, experienced, and representative project team Full time PMO resource Roles and decision-making authority defined Address project risks and challenges productively and realistically Willingness to have assigned resources involved in subsequent waves Functional Area Participation (Payroll/HR) Backfilling and cross-train to enable resources to be dedicated to project Solid understanding of policies and business processes with openness to reconsideration and necessary change Commitment to service delivery optimization and best practices for improvement Information Technology Support Technical resources identified and assigned Coordination and planning between IT and project/functional teams Support project requirements for IT support 8

9 Functional leader support Why UCLA? UCLA CFS, CHR, Academic Personnel, ITS Medical Center HR & ITS UC Merced s Controller s Office Motivated & excited about the benefits Established structure of shared services Represent a large campus, a small campus, a medical center, and an administrative unit (UCOP) Robust data warehouse reporting system in place Subject matter experts engaged from the project inception Opportunity to influence decisions with a broad perspective Beta test site for current PPS system releases Allows other system projects to continue appropriately 9

10 Service Delivery Model Ultimate model still in design phase Probable Centralized Service Center(s) Small Local Payroll/HR organization for complex concerns/transactions Comprehensive Self-Service functionality Individual needs Manager functions Commitment to obtain significant efficiencies at the Campus level 10

11 Time & Attendance System Interim Solution System-wide solution will be delivered as phase 2 of the HR/PR project Interim solution UC Irvine developed system UCLA Payroll & ITS are installing a test version of the solution and estimating level of effort to deploy and support Demand from departments with no current solution and UCOP 11

12 Next Steps Obtain final report made to Regents Finalize timeline given order of campus go-live Develop implementation team Sponsors Business Owners Project Manager Communications Specialist Dedicated subject matter experts Continue to participate on UCOP implementation, service delivery & process re-design teams Communicate information when available to Campus 12